The global economic meltdown has presented a huge challenge for organizations to not only survive but to also emerge stronger for Canada’s eventual return to prosperity. I was lucky enough to attend a Knightsbridge Human Capital Solutions discussion on the topic of "leading through crisis” that explored the impact of uncertainty on people and organizations, the key actions for leaders, and the most common mistakes that emerge during crisis. Panelists included Marc Bélanger, VP & GM, Canada Bread Western Canada; Larry Blain, President and CEO of Partnerships BC; and Lois Nahirney, EVP, Corporate Resources for Teekay Corporation.
Key insights:
- Ensure you have the right strategic vision and contingency plans and make the tough calls early, decisively, and accurately. Align leadership actions with organizational values, especially with impacted employees.
- Be empathetic, accessible, transparent, and model the right behaviors.
- Focus your employees on the most critical outcome so that cuts and changes can support that goal. Bélanger reminded his employees that everyone was in the business of selling bread and that all organizational processes needed to align to that goal.
- Positively position this as an opportunity for transformation and constant improvement versus a one-time crisis. Give your employees tough problems to solve and use it as an opportunity to design flexibility into your culture, roles, and processes.
- Approach the transformation comprehensively with investments in strategy, communication, leadership skills, and structured change exercises so that employees can clearly understand the overall plan, modify their roles and processes, and partner with the leadership team to uncover new opportunities for positive change.
- HR professionals should model the values and leadership practices, be a change champion and source of insight for senior managers, and help transform the skills and practices of your organization.
Lastly, remember that this crisis will pass. As one panelist remarked, “Be like an eagle and use the storm to fly higher!”
Key insights:
- Ensure you have the right strategic vision and contingency plans and make the tough calls early, decisively, and accurately. Align leadership actions with organizational values, especially with impacted employees.
- Be empathetic, accessible, transparent, and model the right behaviors.
- Focus your employees on the most critical outcome so that cuts and changes can support that goal. Bélanger reminded his employees that everyone was in the business of selling bread and that all organizational processes needed to align to that goal.
- Positively position this as an opportunity for transformation and constant improvement versus a one-time crisis. Give your employees tough problems to solve and use it as an opportunity to design flexibility into your culture, roles, and processes.
- Approach the transformation comprehensively with investments in strategy, communication, leadership skills, and structured change exercises so that employees can clearly understand the overall plan, modify their roles and processes, and partner with the leadership team to uncover new opportunities for positive change.
- HR professionals should model the values and leadership practices, be a change champion and source of insight for senior managers, and help transform the skills and practices of your organization.
Lastly, remember that this crisis will pass. As one panelist remarked, “Be like an eagle and use the storm to fly higher!”
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