First of all, this post is based in part on a webinar that talked precisely about How to act in times of crisis, given by the guys at StartSe .
I had the opportunity to attend several webinars during the pandemic, not only with market experts, but mainly with their experience.
Some of the partners at StartSe came from XP
They weathered the 2008 crisis and now, for those who don’t know, StartSe is a company focused on excellent, in-person courses.
I don’t need to tell you what impact the quarantine has had on their business.
Instead of closing their doors and complaining on social media, they put their heads down and quickly pivoted their business model, but that’s for another post. Now let’s talk about what I understood from the webinar.
How to act in times of crisis
If I remember correctly, Mauricio Benvenutti was accompanied by Pedro Englert and Junior Bonelli, and what we were able to capture in this important webinar was the following.
Sense of community: you no longer do something for people, you do something with people;
Simple convinces: do things simply, but go out there and do it;
Crises are recurrent: crises change the course of professions, industries and entire economies;
Be cost-maniacal: activate the lunar survival module, only what is necessary;
Expand rather than contract: mind the opportunity cost;
Only worry about what’s to come: protect what you have;
What they did at XP Investimentos in 2008.
Social Media Examiner’s suggestions for times of crisis
Wardle was vice president of creativity and innovation at Disney, and shares his experiences of how the company transformed its theme parks into one of the largest and most successful brands in the world.
He argues that most people have a linear approach to problem-solving, which can be limiting to business growth. Instead, he suggests a more open, unconventional, and creative approach to finding solutions.
One way to do this is through the “Why? What if?” method, which involves asking a series of questions to challenge assumptions and think outside the box. These questions can lead to new ideas and insights that would not have been discovered otherwise.
Wardle also emphasizes the importance of changing perspective and seeing things from a different angle. He suggests that entrepreneurs try to look at things from the perspective of a customer, supplier or competitor to gain a broader view and find new business opportunities.
Another strategy for fostering creativity is through collaboration. Wardle believes that the most innovative ideas emerge when different perspectives are combined, and he encourages entrepreneurs to work with people from different areas and hierarchical levels within their organization.
The author also highlights the importance of experimenting and taking risks in the innovation process. He suggests that companies create an environment where experimentation is encouraged and failures are accepted as part of the learning process.
Finally, Wardle emphasizes that creativity and innovation are not innate skills, but can be developed through practice and training. He encourages telegram data business owners to dedicate time and resources to training their teams in creative skills and foster an environment of collaboration and experimentation.
In summary, Duncan Wardle’s article offers an inspiring insight into how to rethink thinking to foster creativity and innovation in business. He presents practical strategies for challenging assumptions, changing perspective, collaborating and experimenting. Encourages business owners to train their teams in creative skills to succeed in today’s competitive marketplace.
Management in times of crisis
The idea for the post came from the webinar of the same name, Management in times of crisis, organized by ABRADi, where I was able to watch measuring results in inbound marketing Silvio Soledade, Maria Amalia Moreno, Claudio de Carvalho and Jailson Roberto Alves talking about the subject and adding important points.
I will also add points from other webinars and talks I have attended in the last few months that relate to this topic.
Uncertainties
Our current moment is one of acute crisis. We are surrounded by uncertainty, we have no idea what will happen, not even in a 90-day scenario, nor beyond. We know that book your list we have to seek some kind of balance, use the legal devices that are within our reach, apply the theory of unpredictability, but also have some kind of faith.
Our companies and the companies we have relationships with
It is important at this time not to take advantage of the situation over those who are most susceptible to changes. Preferably seeking to resolve problems without legal assistance, based on good faith in relationships. Using the contingencies provided for by law and contracts, understanding how much our client or supplier is also being impacted, keeping the relationship as transparent as possible, making what was more rigid more flexible. Being careful with financial institutions that are taking advantage of the moment over all of us, keeping our companies’ financial information very organized, with these same banks and with our accountants. Above all seeking greater closeness with our team and our clients.
It is important to remember and maintain that we need engagement from companies and teams, improvement of performance and processes. Transforming a lot of desire into action, remembering that value is not only in the numbers of financial results, but in people.
People
Changes are putting a serious strain on human relationships. And to do so, we have to be more flexible and understand our fellow human beings better.
Seek to understand that we are all equal, but we have many differences. Even in treatment at this time it is necessary to have the sensitivity that the moment demands.
We will never be the same again, really.
It is important to remember that we changed from an industrial society to a knowledge society. From a simple moment to a complex moment. From a controllable situation to something that was completely out of our control. We were slower to react and we need to become much faster. Our stable world became very unstable in just a few weeks.
Many people work wonderfully remotely. But not everyone does, and not everyone has a suitable location or adequate infrastructure for remote work.
We do need to demand results, but this involves discipline. Adequate encouragement and support of all kinds from companies to individuals.
The customer is out there
Remember who the customer is, their business.
Open dialogue since the first day of the crisis.
Building and improving relationships strengthens during the crisis.
Internal communication affects customer perception.
Align purpose, roadmap and success measures.
Understand the brand’s DNA and what it will be like now.
React by taking necessary measures.
Retaining customers is up to 5X cheaper than attracting new one.
Sales strategies, engagement and organic acquisition, maintaining and growing in the crisis even if little is important.
Prepare your finances for the worst-case scenario.
Align and engage the remaining team
New consumption patterns will be established;
The business model will change, mine and yours;
And then?
>>>>I tried to help my clients during the deep crisis, I slept much less, drank more, exercised less, thought a lot, looked for alternatives, suggesting actions as far as possible so they had options.