What Should A Manager Do After A Crisis Happened?

There are sometimes situations in which a crisis happens and the aftermath creates more damage for the business than what actually took place. This includes both crisis events that directly impacted the organization and those that did not, like a terrorist attack that took place in the city of operation. German Trujillo Manrique discusses the most important steps that have to be done after a crisis happened in order to be sure that everything is properly being taken care of.

Acknowledge The Crisis

It is really important to discuss a crisis with the entire team. You never know how someone was affected and you need to see if you can help. Even if the crisis was quickly managed and you think there are many employees that were not affected, you cannot be sure until you ask. At the same time, it is really important that you acknowledge the crisis since this is a sign that you are interested in taking responsibility whenever this is the necessity.

Take Action

Just take some time to do something in order to show that you are aware of what happened and the effect that the crisis caused. For instance, if we talk about the terrorist act example, you may want to schedule a minute of silence and encourage staff members to respond how they see fit. It is even possible to organize some sort of fund-raising activity that can support victims. When the business was affected and employees have to be laid off, you should discuss with those that remain since some of those laid off were most likely friends.

Be Accessible And Responsive

One of the worst things that you can do after a crisis happened is to never be around and not respond to what employees need from you. Every single person will respond in a different way. It is possible that some may need some time off and will want to ask if it is ok. Clear the calendar as much as possible and be sure that you are available following the crisis for at least a week. Encourage staff members to share thoughts and be open about the situation. Obviously, this only works if you are completely nonjudgmental.

Monitor The Media

Although the crisis is over, no matter what it is, you still need to see if the topic is covered in the media. This is true even if it was an internal event and you think nobody heard about it. Never underestimate the industry’s desire to create viewership. In the event that you notice something bad was said, you want to respond. This shows that you are on top of the situation even after the crisis.

Arrange Meetings With Team Leaders

Nobody expects you to be able to deal with every single individual in the event there are many employees that are supervised. This is why you need to arrange a meeting with team leaders so that you can discuss the situation and figure out a really good approach. At the same time, you have to make it clear what should be done in specific scenarios.

6. Meet with your team leaders to ensure that communication channels are open at every level within your organization, and people are encouraged to share their thoughts and feelings about the crisis situation. Reinforce the value of listening with compassion and the intent to understand. This is a time when visibility is critical, so encourage all supervisors and team leaders to spend time in the work areas, walking around and talking with their employees.

7. Be on the lookout for emotional aftershock. Sometimes this shows up weeks later, and can exhibit as unusual health-related challenges (headaches, twitches, breathing difficulties, etc.); increased emotional outbursts (anger, fear, guilt, depression, crying, etc.); or out-of-the-ordinary behavioral issues (suspicion, withdrawal, excessive movement, increased smoking, drinking, or other habitual behaviors, etc.). As you notice any symptoms, talk with the employee and, as appropriate, make them aware of any employee counseling assistance that is available.

By quickly and sincerely connecting with your people about the crisis situation, you not only help each person deal more effectively with their own reactions; you model the humanness of connectivity and bring your team together in a special way. In the end, the time you invest in supporting people through the crisis will reap huge benefits in terms of engagement, commitment, and productivity.

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