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And now what i can do?


After lunch, I took the place in the back row. The CEO * of the company had to speak. Realizing that Mike called the whole team of managers to the seminar, I with great interest expected what approach he would choose to talk on the extremely difficult topic of the collapsing economy.
*CEO. Adm.
What will Mike do - cancel the meeting and send the employees back to the office, ordering them to build barricades? Will he get a small group of top executives in the hotel room to slowly plan the next steps? Continue to act as if nothing had happened, following the plan outlined earlier? Being the only person from the outside, I was hoping to see what real leadership is in a crisis situation.
And that's what I saw. Mike walked to the stage, examined the audience, and then, abandoning the plan, uttered the most honest, sincere and concrete speech that I had heard. She was truly beautiful.
Mike did not go around the bush. He said that neither he nor his subordinates expected the crisis to reach such a large scale. And he added: you can not be sure that American Way will stay in business next year. But at the same time he knows that due to reasonable planning and almost ideal implementation 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 present in the hall are able to take responsibility for the future of the American Way. If the company is destined to survive in difficult times and stay afloat, it is only thanks to the efforts of the gathered. And if the company crashes, it's also because of their decisions.
Mike's speech attracted everyone's attention.
He moved on to the specifics and described four strategies that (as he believed) would be able to provide the American Way a way to survive. First: to abandon all plans to expand the market in new directions; in other words, stop all actions in new segments and concentrate on the main market. Second: to recognize that the American Way best manages to be a "fast follower", not a market leader, in terms of product development; in other words, allow someone else to invest in risky innovation, and then observe and copy what is obtained. Third: narrow the focus on the needs of customers; in other words, stop listening to yourself and start listening to customers. And the last: consolidate all the company's activities around the basic infrastructure; in other words, stop the costly practice of duplicating processes in offices across the country.
It was a good speech, full of sincere feelings. People wanted to hear just such words. Mike did what any good director would do: he rallied 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 I finished my speech, I was ready to stand next to him and begin to kick ass competitors.
But Mike's speech had one flaw. Someone from the team of managers conducted an informal informal interview in the evening and was shocked by the results. All listeners liked the clarity, passion and sincerity of Mike. The problem is that after a one-hour speech no one has understood what to do now.
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And now what i can do?

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