Whether you think the Covid19 situation is political or you believe the virus exists and the stats are valid, one thing we all have to agree on is that the crisis caused by the pandemic has affected everyone one way or the other.
There are so many lessons to take away from the Covid19 experience and one of them is the need for leaders at both the organizational and personal level to be better equipped in facing and getting through times of crisis, beyond Covid19. We are all bound to face crises in the course of work, business, or personal life, even without a general crisis situation.
How should leaders respond in a time of crisis?
How should organizations respond?
How should individuals respond?
In this mini-book that will take you a maximum of ten minutes to read, we have shared quick insights on how you can better manage the situation caused by Covid19 in your business, work, or personal life and also to equip you on dealing with crisis generally. It is written primarily for business owners but is recommended for career people, professionals, and individuals generally.
The book draws insights from the fall of a little boy in a Nigerian Island called Bakana, and other stories that will interest you. You shall glean insights on situational analysis, emotional intelligence, crisis management, crisis communication, resource management, and more.
As leadership is being tested on all fronts across the world, we hope that you will be among those to emerge stronger and more focused post-Covid19 and onward.
Click DOWNLOAD THE BOOK to get your copy now.
IF YOU MISSED ANY OF OUR OTHER BOOKS OR WOULD LIKE TO CHECK OUT OUR DEEPLY INSIGHTFUL SHORT COURSES ON BUSINESS, CAREER, AND PERSONAL DEVELOPMENT, VISIT MAPEMOND ACADEMY
Building an awesome brand begins with an idea, this book shares perspectives on thinking through business ideas. It is a twelve minutes read of stories and quick insights. We hope you will enjoy reading it. We would love to get your feedback. Kindly share with those who need it.
You can get it via DOWNLOAD HERE
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When we got engaged as brand consultants by a client, 7 out every 10 customers complained about the price at our client’s venture. Presently, only 1 out of every 10 complain.
We overhauled the visuals!
1. We designed a new logo.
2. We created a new brand color.
3. We pulled down the old signage and put up a new one with the new logo and colors.
4. We procured a higher quality of chairs that were more comfortable.
5. We redesigned and reprinted the handbooks given to customers.
6. We created a slogan to give customers a sense of purpose for coming there.
We intentionally created a better visual appeal and customers’ perception of price changed. The number of regular customers increased, the average monthly sales went higher. New customers come more often to check the place out because the visuals got their attention.
Take your visual communications more seriously, it influences how customers bargain with you.
If most customers are underpricing you or complaining, it’s most likely based on the perception they get from what they see or sense.
We will be glad to work with your brand to solve this problem, let’s get the conversation started via email@example.com
This is a very important question to ask in customer relations. Some customers (usually a few out of the lot) will be unreasonable, unruly, dishonest, over-demanding and show total disregard for your business terms and processes.
When an incident occurs in your business and you address it with the default mindset of “the customer is always right”, you are likely to end up with a team of disenchanted and unhappy employees.
Particularly, when it has to do with an issue between an employee and a customer, ask “what happened?”. The principle of fairness should not be skewed to the disadvantage of the employees. The more employees know that you will not hear them out, the more customer service issues you will have.
Seek to resolve the concerns of the customer, but do not be unfair and unjust to your employees in your judgment.
Asking “what happened?”, communicates to your employees that you also care about their feelings, dignity, protection, and not just making money.
Imagine that you own a salon and employed someone to help manage it while you focus on your 8-5.
The manager made a request for a dedicated smartphone that will be used for social media management and other communications with customers, but you said no, the manager should use her own phone. You want to avoid the cost of buying a phone.
Customers call the manager’s phone line directly. She takes images with her phone and puts them up on her Whatsapp status to market the salon, they chat with her, and engagement with customers is increasing.
She moves on eventually to another salon and each time your customers call or chats her up, she mentions that she is no longer with your salon but directs them there, most of them insist to use her new salon. They have gotten used to interacting with her and her phone line cannot be passed on to your new manager.
The cost of losing some of your customers is higher than buying a phone that was meant to be an asset to your business.
Employees will definitely have personal interactions with customers, but the business itself should have its own communication channels – Whatsapp, Telegram, Phone Lines, etc – and devices that will remain even when employees move on.
Take your communication channels seriously.
Poor work ethic and culture is a major challenge that businesses silently grapple with, whether remotely or in the workplace. It even tends to turn some employers into very mean people.
Workers show up late at work, drag feet to get things done, hardly reply to emails, fail at deliverables repeatedly, some keep making excuses to travel for one occasion or the other at the expense of the organization, and so on.
As much as it is important to be flexible as an employer, it is more important that you don’t unknowingly indulge the fundamental problem of poor work culture.
You need to design guidelines and processes that will help workers improve their work ethic and discipline over time and those who are unwilling to improve should be eased out.
If you create penalties for late coming and other issues, follow through with implementing those penalties so that your people don’t take your systems and processes for granted.
At a restaurant brand we manage, one staff had the habit of always making something different from what the client ordered thereby wasting resources. We implemented the penalty of salary deduction for two months to replace the materials that were wasted. He does not repeat the mistake any more.
You may be scared of losing those who really know the job, but indulging a bad attitude to work will cost your business greater harm eventually.
Be fair but also be firm.