CRISIS MANAGEMENT : INTERVENING AT THE COMPANY’S LEVEL
A crisis also offers an opportunity for change.You have been alerted by forerunning signals of a crisis you want to prevent, or which has already broken out. There are too many tensions, deadlocks, too much pressure, complexity…and not enough time available to consider the problems at internal level. The company’s performance is affected by interpersonal relational difficulties.An external viewpoint and a regulatory space are required : at every step of a crisis management, AltitudeS offers you practical support.
Some case studies
Marc achieved impressive results with those members of his sales force who acted and reacted like him, i.e. quickly, independently and intuitively. He was however unable to cooperate with the people of the other logistic teams, as their “administrative” mentality made him angry. He could not bear their requests, and even less accept that they would not respond immediately to his own ones. The delays in the responses generated an escalation of mail exchanges between him and the head of the logistic team. The tension was so high that every communication broke down. A support action allowed the needs and requests of each of the team heads to emerge, as well as a functional communication mode.
Following an anonymous denunciation, Laurence was forced by her hierarchic superior to take a disciplinary measure sanctioning a serious fault by one of the members of the team, without being sure that the latter was wrong. The whole of the team rose against her in defense of the “victim”. Laurence felt caught in a dilemma : she could not disavow her hierarchic superior while not agreeing with the decision she had implemented; at the same time, she felt the rancor of the team as an injustice to her. She stood at the brink of burnout. A crisis intervention with the full team allowed to clarify the positions, then the needs of everyone so as to make further cooperation possible.
The meetings of the board of directors would last hours without any effective decision being taken : the company’s internal code ruled that every decision should be taken by majority. The board members would not manage to come to an agreement on major strategic options. The decision making processes were clarified and the company was able to come back to a smoother functioning.
“When managing companies, projects, people, things happen to get out of control. Whether in professional or private sphere, Joëlle Ingber stood in all circumstances at my side. During our sessions, she helped me to keep my head above water in order to put the situations of the moment into perspective. Pragmatic, sincere, fair and penetrating, she allows me to refocus and reposition myself without ever interfering with my choices. She is an outstanding coach, a mentor, indispensable to my life and my natural balance”.