The Work-life Insight

Your mindset affects everything in a negotiation. It governs how you act, how you speak, and how you react to what the other side says. That’s why it’s so important to have the right mindset whenever you sit down at the table.

If you go into a negotiation determined to make the communication about them, you’re going to crush it. If you go in with the mentality that you’re going to be happy no matter what, you won’t be depressed regardless of what happens.

On the flip side, if you go into a negotiation hoping that there’s not going to be a problem and then all of a sudden there is, it throws your whole mindset out of whack. If, on the other hand, you go in prepared to deal with issues—whatever they might be—you’ll be ready to handle whatever comes your way because you’re expecting something to come your way.

What Is Mindset?

More than three decades ago, Dr. Carol Dweck—who’s now a professor at Stanford University—developed the idea of mindset, or the set of beliefs and attitudes that guides an individual’s actions.More specifically, she outlined two core kinds of mindsets:

• A fixed mindset, which states that we’re born with certain talents and skills and we can’t change that
• A growth mindset, which states that we can always develop new talents and skills so long as we work hard to improve

Generally speaking, many of us go into negotiations with a fixed mindset. We outline the specific parameters of the deal and the steps we need to agree to in order to get there.

It’s not the right approach. When you have a fixed mindset, you’ll never be able to come up with an agreement between you and your counterpart beyond the terms you have in mind. Sometimes, a little creative thinking can go a long way toward helping you come up with deals that make sense but are a little outside the box.

For example, if we at Black Swan had a fixed mindset for how we sold corporate training packages, we might be able to offer one or two products, and that’s it. But we would never be able to enter into a five-year partnership with one organization we work with—and really create lasting cultural change for the entire company. We would have never gotten there without having a growth mindset with respect to our product portfolio.

Bottom line: If you go into a negotiation with a mindset in which you think you’re about to be in a debate, the negotiation will seem like a debate. If you go in with a mindset that you’re going to verbalize your counterpart’s perspective and really understand where they’re coming from, they will close themselves. We didn’t know that the client referenced above needed change management support, but we kept an open mind and let them create the product for us.

Mindset in Action

It’s no secret that the COVID-19 epidemic has crushed many businesses. But not every company is in the pits. The people who are doing the best right now are those who have been in business for long enough to have seen previous crises—like the housing market crash and 9/11. They understand that, every 10 years or so, the world is going to wreak havoc on the economy because of cyclical market cycles.

So, they operate under the mindset that there could always be an event that nobody can predict lurking around the corner. Then when something like COVID-19 rears its ugly head, they’re positioned to respond to it because they see crises as an opportunity instead of an obstacle.

Many businesses (but not all of them) that are currently struggling thought they were sitting pretty. They didn’t prepare for the unexpected, and they were caught with their proverbial pants down. You’ve got some hospitals around the country laying off something like 200 employees in the midst of a pandemic. How does a hospital, the chief function of which is to take care of sick people, fire healthcare workers when they’re needed the most? It starts with mindset.

Fans of basketball no doubt know about Michael Jordan’s infamous “flu game,” in which Jordan scored 38 points against the Utah Jazz in Game 5 of an NBA Finals series that was deadlocked at two games apiece—despite the fact that Jordan was incredibly sick and was suffering with flu-like symptoms that day.

That performance is a testament to mindset. It’s the epitome of how mindset can affect performance. Ever the competitor, Jordan wanted to win so much that he didn’t let sickness take him off his game in the slightest.

What I love most about that game is the fact that teammate Scottie Pippen had to help Jordan off the court after the final buzzer sounded. When Jordan had already won the game, there was no more need for his mindset. So, once he reached his goal of a win, he snapped back to reality and couldn’t even hold himself up.

It just goes to show the transformative impact mindset can have on outcomes. Yet mindset is only part of the battle. You also need to know as much as you can about the person sitting across the table. Check out our free guide, Three Negotiator Types, to find out more about who you’re up against.

‍Credit:

‍Post Author: Brandon Voss

Website: https://blog.blackswanltd.com

What is the number one question on the minds of New Yorkers today? COVID-19 has changed the way the world operates. What’s the second biggest question? “When will we get back to work?... And how will the ‘new normal’ work?”

‍The answer is not simple. We are living in a time which has never been witnessed before-the economy is on a downturn, businesses are struggling and working norms are being redefined.

People want to get back to work, but are apprehensive of returning to their dense corporate offices that can make it difficult to incorporate social distancing. A recent poll by Eagle Hill Consulting suggests that 54% of US employees are worried about the exposure to COVID-19 at their job. In such a scenario, how can corporates pull back their teams to work?‍

The Challenge Ahead

‍No doubt, the pressure of bringing the workforce back to the office is immense- but the challenges to resume operations in a normal fashion amidst the COVID-19 scenario are even larger. Most corporate offices in New York are situated in busy corporate hubs like Manhattan in overpopulated areas such as Times Square. The workforce to these corporate houses pours in from different nooks and corners of the city. This means heavy commuting and use of public transport which most employees would like to avoid.

The present corporate offices have been designed to accommodate the mushrooming workforce and the scope of maintaining good social distancing in them is far from reality. Rebuilding or immediate customization in infrastructure demands heavy investment and time which is practically not possible. However, a solution is needed soon. We want to rebuild our economy, save small businesses from indefinitely closing, and gain a sense of control in the outside world.

‍As Melissa Jezioro, CEO of Eagle Hill Consulting says:

The number one focus of employers right now should be employee engagement. That means understanding at the most granular level employee sentiment about COVID-19, their challenges returning to the workplace, and how to keep the workforce safe-and then taking action to address employee feedback.

Finding Solutions

‍The current climate calls for change- a change that is not easy but very possible. Companies offering co-working spaces, like WorkSocial, understands this to bring this difficult change and redefine the new normal of an office space. WorkSocial with its advanced coworking space in New Jersey and New York is bridging the gap between corporate offices and home offices. It offers the perfect solution for employers and employees where each of the categories can focus on their goal. Better not worry too much about the dangers of the pandemic and channel that energy into getting back to your life.

‍So, how, or rather why, is WorkSocial becoming the best alternative for office goers of New York?

• Instead of pulling the entire workforce to a single corporate office, companies will now aim to ‘de-densify’ their workplace. This means encouraging teams to work at a place close to their homes or at small co-working hubs that are at a stone’s throw from their residence and require minimal commuting. Considering the massive distances in New York City, a co-working space like WorkSocial comes as a great solution for Manhattan officegoers.
• Now, let us address employees fear of safety amidst COVID-19. WorkSocial has redefined its strategy to focus on contactless office spaces, UV-filtered air systems, deep cleaning and sanitization, on-site medical support and even a mental health support service to address growing emotional pressures amidst these tough times. WorkSocial can proudly say we are anticipating and incorporating the changes on this front far ahead of its contemporaries, ensuring that the members feel safe and secure at their new workplace. That gives them a sense of their corporate office and the security of their homes.
• Besides attracting whole companies or corporate offices, co-working spaces like WorkSocial are in good shape to attract parts of corporate teams, startups and freelancers looking for an organized work environment with all basic and advanced work amenities.
• New- age co-working spaces like WorkSocial are local economic engines and New Yorkers cannot miss this opportunity to connect with a network that will add momentum to their stagnated business and promising job opportunities through its advanced community network.
• With its plug-and-play character, co-working spaces like WorkSocial are growing as a major attraction amongst companies and startups. Without worrying about lease agreements, office amenities and elaborate legal formalities, you get a set up that is ready to use from day one. Just choose a setting that compliments your work needs and pick from your choice of a single desk, a private cabin or a complete office floor. They are designed with the ability to accommodate not just a team but entire departments and large sections of the corporate office.
• Being the hardest hit, the US economy is due to witness the worst economic scenario post the COVID crisis. Some businesses might close down, and some entrepreneurial dreams may be buried. The big business houses and corporates may sustain the blow, but they surely must learn new moves to survive in the game. With heavy cost-cutting and other sustainable business plans, co-working spaces like WorkSocial are likely to emerge as the first choice when it comes to housing employees and accommodating the large workforce of this dynamic city.

Final Thoughts

‍As the world recovers from the shocks of COVID-19, the co-working industry is likely to mature and take unprecedented shape in the post-pandemic world. Its major players like WorkSocial are all geared up to deliver quality services and make this transformation smooth for both the employers and employees.  In the coming days, millennial workspaces like WorkSocial will play a ground-breaking role in shifting the ‘work from home’ norm to a ‘work-near-home’ culture satisfying employers in terms of a more structured work environment and offering employees the much sought after social safety on all fronts.

So, is the Big Apple ready to witness the lost hustle and bustle of office goers back on its roads? Guess, it will take time to tell, but at WorkSocial we glimpse into the revival-offering an opportunity to connect, create and grow once again.

Coworking spaces have made a huge boom in the business world. The rising number of remote workers is motivating a consistent appearance of new coworking spaces. With their notable importance in almost every industry, some businesses could make good use out of this phenomenon.

Instead of being an observer, medium and large companies can turn coworking spaces into an HR strategy. Successful corporations such as Coca Cola, IBM, and Phillips have already embraced it.

The idea of combining HR with coworking spaces might confuse you at first, but it has a good foundation for success. Coworking spaces can be an ace up the HR’s sleeve. They can use this popular workplace setting to grow the company and improve employee’s productivity. Here is everything that medium and large businesses need to know about using coworking spaces as an HR strategy.

Why Should Medium and Large Companies Consider Coworking Spaces as an HR Strategy?

The easiest way to show you how medium and large companies can benefit from coworking spaces is to name specific advantages. These are the reasons why coworking spaces can be a great HR strategy:

1. Quickly adapt to staff changes

A sudden change in staffing levels happens in every company. Coworking spaces can help you accommodate to such unexpected changes. There will be no rearranging the offices or being left with empty buildings. The transient nature of coworking spaces is one of its many positive traits.

2. Offer a choice of workplace

Give your employees a choice. Rather than experiencing the typical morning commutes, your employees can head to the closest coworking space and get their job done. The choice of a workplace can be a good way of attracting and retaining great employees.

3. Show the company’s progressiveness

Present your company as a business that is open to change and new ways of working. Progressive companies will always have a better chance to attract talent than those who never take a step forward. Estelle Leotard, a freelance writer at TopEssayWriting, shared why corporations with coworking spaces have an advantage. "Companies that have coworking spaces seem more innovative in my eyes. They show that they are one step ahead. Having an opportunity to work in a coworking space is something I would account for when making an employment decision,” said Estelle.

4. Inspire creativity and productivity in employees

Coworking spaces are designed to increase innovation, creativity, and productiveness. The Global Coworking Survey by Deskmag did research on the topic and surfaced the following findings:

• 71% of people noticed an increase in creativity after joining a coworking space
• 68% of people claimed that their focus was better in a coworking space
• 64% of people said they got better at completing tasks on time since they started working in a coworking space

The surroundings and amenities in coworking spaces motivate employees to be more productive and creative. This means that you can expect better results.

5. Provide extra benefits

Rather than spending half of their day in typical offices employees can enjoy all the benefits that coworking spaces have to offer. These benefits can include a comfortable break room, restaurant, gym, rooftop garden, walk paths, etc. This isn't something that many companies have. Nor they have to now that we have coworking spaces. As an HR professional, you can use such benefits to make job postings more interesting and appealing to potential employees.

6. Offer flexibility

Gift your employees with greater control of their workday. According to research, 73% of employees claim that flexible work hours increased their satisfaction at work. Increased happiness will lead to increased productiveness. This is a classic win-win situation. You get more productive employees and they get a work-life balance. Take the words of employees as proof, "Flexibility is what matters the most to me. With a child at home and an employed wife, I need to be able to adapt my work hours,” says Anthony Maury, a contributor writer at Subjecto.

7. Reduce costs

Starting up a new office space can bring huge expenses. Not to mention the costs of building your own office space. That would lead to allocating funds for a space, fire insurance, rent, new office equipment, and so on. The list can seem endless and you'll need a good budget to cover it all. It is true that you need to pay a monthly fee for a coworking space but keep in mind that everything is included in that. Once you pay the fee, there is nothing you have to worry about.

8. Create a networking opportunity

Networking can bring your company new clients and potential partners. It can also be a place where you could find talented potential employees. The networking opportunity is beneficial for employees as well. They will be able to meet like-minded individuals, learn something new, and potentially boost their skills. Unlike the office spaces where the staff pretty much never changes, coworking space offers changeable diversity of smart and creative people.

How to Integrate Coworking Spaces into HR Strategy

If you decide to incorporate coworking space into your HR strategy there are some things you need to consider. The following advice will give you some insight into what you need to pay attention to:

• Security of data can be one of the preoccupations of HR regarding coworking spaces. However, it shouldn't be. Most medium and large companies already have remote workers. Therefore, their policies, procedures, and programmers are adapted to such a way of work. To ensure extra security, the company can get a robust cybersecurity policy. For example, the provision of private Wi-Fi networks. Or, separate servers.
• Payment-wise, the HR team can set up a coworking allowance. Remote workers can receive a monthly income that will cover membership costs.
• Nowadays, startups often have their roots in coworking spaces. If you are acquiring any startups you can suggest that they stay in their initial coworking space. This will save the company the costs of renting offices for the startup and they can stay in a familiar environment.
• Before deciding on a coworking space for your remote employers check the whereabouts of your competitors. Proximity to competitors should be a factor in deciding on a coworking space. You don’t want your employees and competitors employees in the same building or even office.

Final Thoughts

Who said that coworking spaces are reserved solely for small companies and startups? Coworking spaces give medium and large companies a chance to stand out among the competition and improve the satisfaction of their current employees. This strategy can bring something completely new into your company and give you a chance of growth and increased employee satisfaction.

‍Credit:

Post Author: Kristin Savage nourishes, sparks and empowers using the magic of a word. Along with pursuing her degree in Creative Writing, Kristin was gaining experience in the publishing industry, with expertise in marketing strategy for publishers and authors. Now she works as a contributing writer at TrustMyPaper and GrabMyEssay. You can find her on Facebook.

Does holding authority in your job make you more effective?

Or let us put it this way…who is more effective -A Boss, a Manager or a Leader?

Undoubtedly, a committed leader who leads by example and brings out the best in others is not only more effective at work but also a role model for others to follow.

On that note, let us see what makes the three kinds of authority figures- boss, manager and leader different starting from the worst to best

The Boss

The name itself calls for a negative figure that is intimidating and creates a hostile environment in the workplace. A category reserved for arrogant and tyrant figures working around their self-centred ideas. A bunch of smart and sharp people who hold that role because of what they are. However, what they lack is the ability to step in the other person’s shoes and practice the basic emotion of ‘Tactical Empathy’ wherein they should bring in an understanding from the employee’s perspective.

Flexing their ego muscles and bloated with self-pride, they believe themselves to be unerring and weigh authority and power on the same scale.

They dictate their terms oblivious of the charring effects of their words and character on those working under them. A universally accepted fact emphasizes that people around the world give up their jobs not because they dislike their work, but because they cannot cope with their bosses.

The Manager

Envisaged as a figure that spends half of his life at the work station, he is more of a task manager rather than an authority figure. Always on the lookout to balance and organize things around, he pays less heed to bond with his team. As a result, he is a pseudo figure who fails to connect the dots and complete a team.

Any move that rocks his boat annoys him, so much so that every challenge is perceived as a risk and every opportunity a threat. He avoids upfront conversations and difficult decisions for the fear of being judged. Holding on to his popularity is dearer to him rather than stepping ahead and leading the flock.

The Leader

This is a coveted authority position that most seek but few live up to. A good leader is one who balances both the organization and its employees. He connects with the team on ground level demonstrating high standards of tactical empathy.

Leaders know how to shift gears between authority and ego and when to use what to accelerate the organization’s growth. They create an amiable work environment where each feels wanted and is motivated to work in high spirits. Leaders are proactive, visionary and future-forward in their approach to work.

How to be a Leader

Knowing the difference between the three, how do you shift from being a boss or manager to a true leader? Simple, scale up your ‘Emotional Intelligence’ (EQ). Understand that it is not only about you but the herd of hardworking people following you. While focusing on the details, keep an eye on the bigger picture too, where there is space for everyone.

Realize that your words, actions and gestures impact people around you. This will make you more responsible towards the team, increase their morale and foster a lasting team spirit.

Leaders lead from the front while placing themselves on the back foot. For them, their organization and team come first. Seeing such an exemplary example of a leader any team would strive to stand by him through thick and thin.

So be a leader who knows the way, goes the way and shows the way to the world.

Credit:

Post Author: Derek Gaunt

Website: www.blackswanltd.com

Today, the traditional work environment is turning in on its head. Companies are switching to modern work practices. The switch to coworking models increased dramatically after the pandemic, but coworking has been effective before COVID-19. Shared workspace has shaken up business industries. Yes, co-working or shared office space have certainly opened up the minds businessmen and businesswomen to experiencing a flexible and rewarding work environment. Statistics reveal what a trailblazer coworking is.

Recent studies suggest that the estimated number of coworking users will rise to 3.8 million in 2020 and by 2022 it will touch 5.1 million. With 14000+ shared office spaces working around the globe and with increasing demands, the number of setups are expected to increase exponentially as more professionals take advantage of the benefits of shared office spaces.

What are Shared Workspaces?

These are collaborative communities and work homes to startups, creative individuals and SMEs. Shared workspaces are the new-age of how people work. They provide a common ground for freelancers, professionals and remote workers and cut costs by avoiding renting fees. Revamped work cycles will allow entrepreneurs to thrive, which is great for the community and economy. Pulling in more wealth while minimizing expenses always sounds good to new and growing companies!

Some of the top benefits of shared office spaces include:

Minimal Operational Cost‍

You get to do away with the many piling bills of renting a brick and mortar office when you use a shared workspaces instead. Attractive discounts and offers on membership fees make coworking spaces is a saving grace. Small startups and individuals struggling to make way in the corporate world can tackle their goals without exorbitant finances. With no worries of overhead costs, internet connectivity, housekeeping and office equipment, professionals can devote more time and energy to scaling up.

‍Better Networking

‍Imagine going to a workplace sans office politics and hostile co-workers…yes, shared office space offers members an opportunity to meet like-minded people from different industries and professions. This not only helps to boost your confidence, but also fosters a work environment of growth, learning and productivity.

‍Access to Shared Spaces

‍Ergonomically designed, with professional conference rooms, meeting halls, lounges, live reception, in-house pantry and sunlit recreational spaces to unwind are all available at a shared office space. Whether you prefer cubicles or an open desk, different workstations you’ve got options for your office setting. You can keep changing your work corner every few months to match up with your mood or changing projects too.

Flexibility and Freedom

‍A regular work structure can sometimes become burdensome when factors like unpleasant coworkers and a difficult employer come into play. However, at shared workspaces there’s freedom to choose your favourite sunlit corner or the extra spacious centre space. So, whether you prefer working with a mug of coffee by your side or crunching numbers while strolling down the lounge, you get to decide how your workday looks and feels.

‍Professional Identity

‍Working from home or at nearby cafes can hinder a professional appearance when dealing with clients. Shared workspaces have state of the art conference rooms, meeting halls and lounges that’ll give your clients a great impression of you business and . Often located near marketplaces or in the heart of cities and towns, coworking spaces offer easy connectivity to their members and prospective clients.

‍Emotional Growth

‍Remote workers can easily fall into the ‘loneliness epidemic’. Vivek Murthi, the former Surgeon General of the United States, points out that loneliness is not just a social problem but also a health problem. Harvard Business Review reveals that 84% respondents of their survey reported improved work motivation and engagement. One of the many advantages of shared workspaces is that it offers a place of great emotional and mental support. Members get a chance to interact with high spirited professionals and be a part of a community that promotes learning, upskilling and guided mentorship. Problem-solving and creative thinking comes easy in such an environment where each one inspires the other. No wonder, a recent study suggests that 83% of the co-working members report that they are happier since they joined a co-working space.

‍Coworking Brings Structure and Productivity

‍Your energy levels fluctuate during the day and your workplace should be smart enough to optimize on your productivity. One of the biggest benefits of shared office spaces is that they provide a structure to your day which can get lost working from home. It’s hard to avoid the easy distractions when your place of rest is also your office. The smart designs of shared workspaces tap your positive energy and enhance them through complementary factors like bright sunlit desk space, soothing background music and regulated room temperature to bring out your best.

‍Shared Office Spaces are the Step Ahead

‍Enveloped in high satisfaction levels, shared workspace is the new pill to old work challenges. Building community, reducing isolation, and promoting better work engagements, it is not a workspace industry but a happiness industry. What started as a faint idea about fifteen years back is here to stay and change the work culture for many decades ahead. In the wake of the recent COVID-19 pandemic and with growing concern towards sustainable working with more and more corporates pushing employees to opt to work from home, shared office space is indeed the next big business solution. A growing number of co-working spaces are a good testimonial to this fact and the future will perhaps see more customized and tailor-made shared workspaces designed to fit every industry type. Besides offering great value to side hustlers and freelancers, shared spaces are those versatile and valuable assets. They can alter a country’s dynamics in multiple ways. From nurturing the economic growth to stimulating new work opportunities, it is an answer to the crucial problems of a nation.

Nonetheless, with a promising future and an established past, shared office spaces are clearly one of the best options for a workspace.

When Uber decided to use WorkSocial as their launch site for Uber Eats they may have been onto something when they banned remote work and wanted the deployment of the delivery company from a private office space in NJ.

A survey published in April shows that nearly 50% of the U.S. workforce had gone remote as a result of the novel  coronavirus. Based on a few months of data, companies are now considering a major cultural change by instituting permanent work-from-home policies. However, corporations as productive, well-oiled remote machines could easily turn out to be a pipe dream.

Facebook in May said it expects it could have half of its employees working remotely in the next five to 10 years—a policy Chief Executive Mark Zuckerberg said he thinks will be “the most forward-leaning” at his company’s scale. He has cited stable productivity from at-home employees so far and the promise of untapped, potentially less costly remote talent as compelling benefits. Others weighing or instituting permanent remote policies include Nationwide, Shopify, Barclays Capital, Twitter, and Mondelez International.

Early data certainly suggests some upside: Freelancing platform Upwork has reported one-third of hiring managers in two surveys found productivity increased in April from November as a result of forced remote work, bolstered by the lack of commute and fewer unnecessary meetings. Similarly, a recent survey by Facebook found more than half of employees reported being at least as productive at home as in the office.

But there are concerns, too: Mr. Zuckerberg said last month that half of his employees “really just wanted to get back to the office as soon as possible,” and suggested a lesser feeling of alignment without free-flowing conversations and in-person connections.

“It’s unclear at this point whether we’re just all drafting off of existing bonds that have developed before it started,” he said.

General attitudes toward remote work have been changing. Ms. Mayer’s move was controversial back in 2013, though she voiced legitimate concerns over lost productivity and connectivity. Today, working from home is considered less a boondoggle and more a flexible arrangement that can, at the very least, save employees time and money.

But even some remote-work pioneers are wary. Tim Ferriss, the author who championed the benefits of working from home in his 2007 bestseller “The 4-Hour Workweek,” cautions that companies shouldn’t assume employees under lockdown “will be equally productive once Starbucks, lunches with friends, happy-hour drinks and other temptations return to day-to-day life.”

Mr. Zuckerberg said he doesn’t expect to realize significant savings as a result of the shift because remote workers will need added infrastructure at home and will likely have to travel more. He also said he may need to hire additional employees to complete the same tasks if productivity declines at home.

A permanent shift isn’t appealing to all companies—even to Facebook’s social-media peers. Snap Inc. CEO Evan Spiegel says he is “avoiding making sweeping statements that project far into the future in such a rapidly evolving situation.”

Major corporations rushing to turn lockdown lemons into lemonade could get hit with a sour aftertaste.

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About Stereotypes and Prejudices

Hidden Bias Tests measure unconscious, or automatic, biases. Your willingness to examine your own possible biases is an important step in understanding the roots of stereotypes and prejudice in our society.

The ability to distinguish friend from foe helped early humans survive, and the ability to quickly and automatically categorize people is a fundamental quality of the human mind. Categories give order to life, and every day, we group other people into categories based on social and other characteristics.

This is the foundation of stereotypes, prejudice and, ultimately, discrimination.

When Napoleon marched an army of 685,000 men into Russia in June 1812, he was at the height of his power.

By November, he retreated home with only 27,000 soldiers, and France’s dominance in Europe was shattered.

How did he go from an almost invincible position to a disastrous crisis in five short months? Easy, because he was a leader who broke every rule of crisis management.

On New Year’s Eve 2019, it was shaping up to be another business-as-usual year. Of course, no one truly knows what the future holds, but nobody expected that 7 billion people would be stuck indoors, limited from the outside world we once roamed freely.

How our leaders and ourselves act in the next several months will determine how we weather this a once-a-century pandemic.

Thankfully, history gave us six lessons to teach leaders about triumphing over crisis.

1. Learn from history.
“When you’re going through hell, keep going” —Anonymous

The best way to deal with a crisis is to be well prepared for it. History repeats itself, and there are almost no unprecedented situations. Effective leaders are like good Boy Scouts: prepared for anything. They know that the arrival of a crisis is a matter of “when,” not “if.”

How to fail:
Napoleon did prepare for his campaign by studying prior attacks on that country, but he failed to use that information.

He knew that, in the Swedish invasion of Russia 100 years earlier, supplying the troops was tough because of a poor road network, and because the Russians used scorched earth tactics—hiding or destroying cattle and crops that his invading army would need to survive.

Napoleon arranged for a massive logistical campaign, but still counted on his army’s ability to forage in enemy territory.

He also knew that the harsh Russian winter devastated the Swedish forces. Amazingly, he equipped none of his soldiers with winter clothes, even as cold weather approached. Although he studied history, he didn’t learn from it.

How to win:
Taiwan is only 130 kilometers (80 miles) from mainland China, and each year, millions of travelers fly back and forth. Many would assume that the island would be one of the places hardest hit by COVID-19 due to its proximity to China, a nation devasted by the disease.

Recently, Taiwan reports only 252 confirmed cases, and two deaths. How did they avoid a much larger crisis? The country was hit hard by SARS in 2003 and again by H1N1 in 2009, so its leaders were prepared. They learned from history.

The World Health Organization alerted the world to a new and potentially serious viral outbreak on December 31st, 2019, and according to one report, Taiwanese officials were boarding flights to China the same day to study the problem. Five days later, visitors from Wuhan were being screen as they deplaned.

Taiwan had studied history well and took this new threat seriously. Being prepared, their government and health officials able to move quickly to minimize the crisis.

2. Embrace reality.
“There is nothing more important than understanding how reality works and how to deal with it.” —Ray Dalio

Humans want to avoid pain and seek pleasure, and so our egos are constantly on the lookout for information that heightened sense of good qualities we generously give ourselves. Anything otherwise, be damned!
But sometimes, reality sucks. The temptation to indulge in delusion is strong, and we pretend that a best-case scenario is a likelier outcome than the approaching catastrophe.

Reality thinks our delusions are cute, pats us on the head, and does its own thing. In order to effectively handle a crisis, we need to see this objectively. If Napoleon had, who knows how his outcome might’ve resulted.

How to fail:
Soon after the French army marched into Russia, it became obvious that a crisis was building. Thousands of supply wagons were supposed to accompany the troops east, but they lagged from day one.

Napoleon knew that even thousands of tons of transported supplies wouldn’t feed all his troops; he expected they would pull their weight and loot supplies from villages as they passed, like in previous wars. But as his soldiers discovered one burned out village after another, it was clear that reality was not cooperating.

If Napoleon did see reality, he chose to ignore it, and engaged in a fantasy that his oxcarts could supply his army long enough to win.
Napoleon might have dug in and focused on a resupply effort, but instead he pressed on into a worsening crisis.

How to win:
Former General Electric super-CEO Jack Welch was known for walking into crisis meetings and asking, “What’s the reality?” and it was the secret of his success. He knew that the truth is a powerful tool in solving any crisis, like our pandemic.

When Taiwanese investigators returned from Wuhan in early January, the country’s leaders had the information necessary to see reality, but also had the courage to accept it. They began treating this as a crisis.

It was Taiwan that, on March 9th, urged the World Health Organization to label this coronavirus outbreak a pandemic, in hopes that the world would take this threat more seriously. The WHO director-general originally rejected the idea, only to reverse course and apply the pandemic label on March 12th.

Great leaders know that solving problems requires a fearless willingness to act based on the facts. Only then can we act effectively.

3. Follow a strategy.
“In reality strategy is actually very straightforward. You pick a general direction and implement like hell.” —Jack Welch

When you have the courage to take off your rose-colored glasses and face a crisis honestly, you collect valuable information about the situation, and a potential solution will often present itself. The path to that solution will become your strategy—a powerful tool for any leader.

If you want to win a battle, you need to execute a plan that is likely to bring victory. And what crisis isn’t a battle?

Many leaders fail to create, let alone stick to, a strategy in a crisis; instead, they’re buffeted from one daily challenge to another, always reactive, and never in control. That’s a recipe for a war that ends in death by a thousand cuts.

How to fail:
Napoleon did have a strategy as he crossed into Russia, one that worked in numerous prior campaigns: Move fast and crush the enemy army. But the strategy was terribly flawed, both because he failed to learn from history, and failed to see reality clearly.

From history, he could have expected that the Russians would withdraw, and so a decisive battle would escape him.

From reality, he should have seen that the Russian roads would prevent his supplies from keeping up with the troops, and that the Russians would use scorched earth tactics, robbing his army from the supplies needed to stay alive.

Within weeks it was clear that his plan was out of line with reality, and that a crisis was worsening.

How to win:
Acknowledging this crisis as a major threat, Taiwan knew it needed a comprehensive plan to prevent infections and deaths. Its strategy has been to identify and contain as many domestic cases as possible, and it was confident of success because of what it learned from previous outbreaks, and from being honest about the situation.

Every action the country has taken since early January has supported that strategy: integrating its national health and customs databases to flag symptomatic travelers, tracking quarantined individuals, and literally sending investigators to find sick people.

Taiwan’s strategy is working, and their model is one western civilizations could use adapting to.

4. Take decisive action.
“Now if you are going to win any battle you have to do one thing. You have to make the mind run the body… The body will always give up. It is always tired morning, noon, and night. But the body is never tired if the mind is not tired.” —General George S. Patton

OK, you’ve prepared for this crisis by studying history; you’ve looked at the facts without deluding yourself; and you’ve used that reality to inform your strategy.

Now it’s time to act.

A crisis is a time of extreme difficulty, and so extreme effort is the only suitable response.

We often forget about the essential workers. Many work extremely long workweeks with their team, sacrificing their time and safety for the betterment of their community in crisis. Massive action is not sustainable forever, but there’s a time and place for it. A crisis qualifies.

How to fail:
Napoleon’s calling card had always been decisive action. In the early stages of his Russian invasion, progress was swift. The French Grand Army’s initial crossing of the Niemen River almost cut off Russia’s 6th Corps, nearly annihilating 12,000 men.

Only four days after the river crossing, the French entered Vilna, headquarters of the Russian Army, led by the Russian Emperor, Alexander himself.

But the French army wasn’t fast enough: It arrived just one hour after the Russian evacuation. They found Vilna’s supplies, and the bridge ahead, destroyed.

Napoleon’s decisive win slipped through his fingers by a matter of an hour. Later in the campaign he was thwarted again, this time by his own brother, Jerome, whose army’s slow advance allowed Russia’s 2nd Army to escape unscathed. It would be the same army he faced months later in the costly Battle of Borodino.

How to win:
Taiwan knew that a perfect, elegant strategy is worthless without concise execution. The country has consistently been ahead of others in combating this virus, and the results show.

Before the end of January, it had activated its epidemic command center, banned travelers from Wuhan, barred its own people from traveling to China, and set up electronic monitoring of citizens in quarantine. In contrast, most of the world had not even started screening tourists at their airports.

On March 19th, Taiwan went further, banning all foreigners from entering the country, while it looks like many nations have ruled that out.

Speed is crucial in a crisis, and in the case of a pandemic, even a delay of hours can mean the deaths of hundreds more—something Italy is tragically demonstrating now.

5. Be flexible.
“Be clear about your goal but be flexible about the process of achieving it.” —Brian Tracy

If the strategy isn’t working, ask yourself: Is this because I haven’t given it enough time to play out, or is the strategy wrong? Knowing the answer isn’t easy; it’s more an art than a science, a skill that comes with experience.
Still, in many cases the situation will scream at you that your strategy is flawed and that you need to adjust course.

How to fail:
Napoleon was objectively an arrogant leader who underestimated the enemy, so he chased the Russians for 600 miles. But by September of 1812, the French never got their decisive victory.

He hoped to pin down the Russians first, right inside the border, then, before reaching Smolensk, then, at Borodino. But after passing each of those checkpoints, the enemy army was still mostly intact and taunting him, just out of reach.

His original strategy never had him moving past Smolensk in 1812, but he pushed on anyway, with winter approaching, like a man at a Blackjack table playing “just a few more hands” because his payday is only around the corner. By September he marched all the way to Moscow, a city deserted of inhabitants, but also of much needed supplies.

His strategy had clearly failed, but Napoleon occupied the city for a month, waiting for the Russian messenger with the note of surrender. He never showed.

How to win:
As long as Taiwan’s strategy was delivering results, they stuck to the plan. Until March 19th, the country had only around 100 reported cases of the virus, compared to its Chinese neighbor, with 81,000.

A day later, 27 new cases cropped up, with new cases in the double digits reported every day since then. What went wrong? Most of the new cases were imported from returning travelers. Reality had changed, and flexibility was now the order of the day.

Taiwan’s government immediately counseled its citizens not to travel abroad (apparently a few people missed the original memo), its capital city prepared for a lockdown, and flight transfers through nation’s airports were banned.

The country hasn’t yet radically altered its strategy, but it will be interesting to see whether that changes if the spike in new cases can’t be controlled.

6. Set an example.
“Example is leadership.” — Albert Schweitzer

A leader’s skills are truly tested during a crisis. For honorable people it will bring out compassion, integrity and courage. Unethical people will take advantage of the situation and start hoarding food and supplies to sell at a profit.

If you want to lead yourself and your team successfully through a crisis, you need to set an example for others to follow. A crisis requires that everyone to put forward their best efforts for the sake of the people, that goes especially for leaders.

How to fail:
By October 1812, Napoleon had dithered in Moscow for a month, waiting for a peace treaty that never came. The city had been abandoned by its inhabitants, and three-quarters of it burned to the ground and looted.

Napoleon blinked. His army had dwindled to only 100,000 men, and with a brutal winter approaching, and the Russian army waiting to counterattack, he made the dishonorable decision to… run away.

When the Russians re-entered the city, they found that the French had blown up the Kremlin in an act of spite, defiled churches and left the dead unburied in the streets. Halfway home, news of a coup-d’état in Paris spiked Napoleon’s panic, and he abandoned his army to rush home to protect his throne.

Indecision, cowardice and pettiness is not a good look for a leader, and Napoleon’s example no doubt crushed his soldiers’ morale, and worsened the crisis.

How to win:
Good leaders won’t dither, panic or abandon the troops in a crisis. They demonstrate calm, communicate clearly, listen to their team and inspire them, and admit responsibility for mistakes.

The Taiwanese leadership did not tell its public that coronavirus discussions were “classified”—in fact they were unusually frank about the situation. Early on, both the minister of health and the vice president (who is luckily an epidemiologist) began holding press briefings daily, and the president’s office issued regular updates.

Unlike too many politicians around the globe who have quietly disappeared into self-isolation, Taiwan’s minister of health personally took command of the country’s Central Epidemic Command Center. That’s leadership!

Setting an example to follow not only gave the public clear instructions that has reduced the spread of the virus, but kept citizens’ morale up, and government approval ratings high.

Now’s your chance.
“I’m not a coward I’ve just never been tested. I’d like to think that if I was I would pass.” —The Mighty MightyBosstones

This is a call to all Stoics, Buddhists, new-age enthusiasts, self-described hustlers, go-getters and those who have ever aspired to greatness:
This is the chance you’ve been waiting for to show us who you are.

Nobody would wish this global pandemic on their worst enemies, and all good people of the world are grieving the mounting fatalities. We all wish the nightmare was over.

Yet here we are in the middle of the greatest crisis in a hundred years, and whether we like it or not, it will show each one of us who we truly are.
Are we sad, cowardly individualists—every man for himself, sitting on our hoard of guns and toilet paper—or the pinnacle of evolution, strongest together, looking out for each other?

Each one of us can choose to be a leader, in our own way, and in our own spheres of influence. Now you have the roadmap.

Let’s see who’s up to the test.

Credit:
Post Author: Michael Pietrzak
Website: www.success.com

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