Meaning which is crucial in such

What parts must be in place? So how do we measure progress towards this goal? Paul Michelman: Remember: Resist the urge to rush back to business as usual. Eric McNulty ( ): We're going to be under tremendous pressure to move forward quickly to make up for some of the losses that we're seeing now. I want to offer some wisdom to people right now. One is, when you turn something off, think about what it would take to turn them back on? What changes might you want to make? Who needs to be there? This way you don't have to wait to turn the switches on because turning them back on is never as easy as turning them off. Any organization that has experienced a short-term crisis has seen this. With the idea of ​​​​speeding up after getting out of the predicament, the work to be done now is, which processes can be simplified? Which agreements can be changed? Who do we want to make sure are in place? You're using some downtime to really get.


Smarter and better and train for the next game. And realize that things are going to be different and some people will never want to go back to working in your office. So consider what changes are needed and how you can become more professional in managing this type of workforce in the future. Paul Michelman: That's Eric McNulty. Now, let’s talk about three key points for dealing with crises on a daily basis. Number one: Stay true to your goals. Eric McNulty: Keeping a larger purpose in mind gives people chaotic times. Think about your values ​​I'm sure Job Function Email List you all have good values. It's in your annual report; it's on a plaque on a wall somewhere. You have to make sure that you actually live those values ​​because people now more than ever are paying attention to whether you keep your word and stay true to what you believe in, and you say this is something they can trust. Paul Michelman: Number two: Continuously build trust. Eric McNulty: First of all.



you have to be credible when you speak, people have to believe that you know what you're talking about, that you actually have the expertise, the knowledge that you have the means to understand it. You don’t have to guess or make things up, but you do have to be credible. People know you know what you're talking about. You have to be reliable. So if you say we're going to get more information tomorrow, give people more information tomorrow. :Third: Invest in others. Eric McNulty: Invest in people. This is a great time to build relationships with customers, suppliers, just talking.