My new book focuses on the importance of mobilising and getting employees involved in the recovery and renewal stages after an emergency. A country’s default, financial upheavals, civil disorder, acts of terrorism, natural catastrophes, and pandemics are external emergencies that may destroy a company. Internal emergencies, such as environment disasters, accidents with casualties and scandals, can destroy trust capital. These can crush an organisations’ operations and undermine employee morale.
Once first aid has been provided, all corporate functions are required to step up to address an unprecedented business situation: from those who manage production, logistics and sales continuity to the financial and legal departments responsible for administrative resilience and the team involved in restoring the company’s reputation.
The emergency generates a sense of impotence and fragility. How do we deal with workers’ demoralisation and a sense of impotence after a sudden crisis? The solution that saves the organisation will necessarily come from the hard work of the people who decide to stay with the company; from the commitment of those who take on managerial or commercial roles in a company whose future, after being hit hard, is uncertain; and from the ideas of the community that helps relaunch it.
Using specific examples, I guide the reader to discover the inclusive approaches that help engage people and support the professional community in the reconstruction process of its own strengths. After a serious crisis, not only can the organisation and people’s jobs be saved, but the experience can also be used to “build a better company together”.