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And now what i can do?


After lunch, I took a seat in the back row. Should have been the CEO of the company. Realizing that Mike had convened the entire team of leaders for the seminar, I expected with great interest what approach he would take in order to talk about the extremely difficult topic of a collapsing economy.
*CEO. Ed.
What will Mike do — cancel the meeting and send the staff back to the office, ordering them to build barricades? Gathering a small group of senior executives in a hotel room to quietly plan out the next steps? Will continue to act as if nothing had happened, following the plan outlined earlier? Being the only person from outside, I was hoping to see what real leadership in a crisis situation is.
And that's what I saw. Mike went to the stage, looked at the crowd, and then, abandoning the intended plan, delivered the most honest, sincere and concrete speech that I had heard. She was truly beautiful.
Mike did not beat around the bush. He said that neither he nor his subordinates had expected the crisis to reach such a scale at such a speed. And he added: one cannot be sure that American Way will remain in business next year. But at the same time, he knows that thanks to sound planning and almost perfect realization of plans in the past year, the American Way is in the best position and can withstand the surging storm.
According to Mike, the people in the room are able to take responsibility for the future of the American Way. If companies are destined to survive in difficult times and stay afloat, it is only through the efforts of those gathered. And if the company fails, it is also only because of their decisions.
Mike's speech attracted widespread attention.
He turned to specifics and described four strategies that (as he believed) would provide the American Way a way to survive. First: abandon all plans to expand the market in new directions; in other words, stop all activities in new segments and concentrate on the main market. Second: to recognize that American Way is best able to play the role of a “fast follower,” rather than a market leader, in terms of product development; in other words, to allow someone else to invest in risky innovations, and then to observe and copy what is produced. Third: narrow the focus on customer needs; in other words, stop listening to yourself and start listening to customers. And the last thing: to consolidate all the company's activities around the main infrastructure; in other words, stop the costly practice of duplicating processes in offices throughout the country.
It was a good speech, filled with sincere feelings. People wanted to hear just such words. Mike did what any good director would do: he rallied the troops, formulated the concept, and then broke it into elements that each listener could consistently perceive. Although I myself have nothing to do with finance, by the time he finished speaking, he was ready to stand next to him and start kicking at his competitors.
But Mike’s speech had one flaw. Some members of the management team conducted an informal survey in the evening and were shocked by the results. All listeners liked Mike’s clarity, passion and sincerity. The problem is that after the hourly speech no one understood what to do now.
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And now what i can do?

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