Adapt quickly, sustain prosperity

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  1. mahrez26 Active Member

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    Human beings are feeling high emotional pressure on a daily basis amid continuing concern over the Covid-19 pandemic. Many people may even experience physical or mental illness related to stress.

    However, some people have responded by accepting the phenomenon and changing themselves, rather than stressing out about problems they cannot solve -- at least not by themselves.

    Adapting in response to new conditions ทดลองเล่นสล็อตฟรี is easier said than done, however, especially when we are not directly affected by a particular situation. In this regard, leaders of businesses and organisations must ensure that their people are always ready to change.

    Being aware: Before change can happen, one has to be aware of the issue first. In an organisational context, awareness is needed on two levels -- personal and organisational. The CEO is directly accountable to make sure that the organisation as a whole is aware of any outside threat. Of course, this can happen only if the CEO is aware of the issue, which may already be present or imminent.

    Being aware, on a personal level, relates directly to mindfulness. People who are mindful tend to be more attuned to changes in the environment around them. If we're not, we're like the frog who is unaware of the increasing water temperature until finally, at boiling point, it perishes.

    Accepting reality: Most organisations are aware of the dynamics of a supportive or competitive landscape. However, being able to assess whether changes in external conditions are strong enough to cause major damage to current operations is another matter.

    Two possibilities come to mind: senior management does not want to accept the reality because of a fixed mindset, or people at the top are not capable of responding to the challenge and seeing it through. Either way, the firm will be strongly affected.

    But leaders publicly accepting that there really is a problem is not a common practice in any society, although responses vary from country to country depending on cultural and other factors. It's not normal practice for a chief executive and senior executives to accept when something goes wrong. However, if something does go wrong, the door is ready to open and a crisis might create a hero. A leader who grasps this opportunity is a good role model for others to follow.

    Thinking and logic: Change doesn't come about simply by snapping one's fingers. Bringing about meaningful change requires deep thinking and analysis from a holistic perspective.

    Thinking an issue through and applying logic, after accepting a problem, requires "soft" skills as well as hard cognitive ability. At this stage, if top executives are aware that they lack the brainpower needed, they should consult with the people who have expertise in the area in question.

    Intention to adapt: We're always hearing about thinking outside the box, but how many top managers will do that, even when they know in their hearts that it's right and necessary? Some may do so and some may not.

    Being able to adapt earlier and faster than peers in the same industry or ecosystem is something that top executive board directors need to keep in mind at all times. After all, if those at the top do not show signs of changing themselves, what can their followers be expected to do?

    Identifying change agents: The CEO and HR head must find ways to identify a "change agent" in the organisation who can be a good management weapon to speed up adaptability. In one of the personality assessment studies I conducted, 148 of 253 executives were considered to have above-average characteristics of adaptability -- willingness to change and explore new ways of working. However, only 79 from this group also had the kind of above-average intellectual capacity to change the course of the organisation if required.

    Sustaining prosperity: Encouraging and embedding the right mindset and practices -- from being aware to identifying change agents -- into corporate culture and/or core values is an urgent task for CEOs and HR heads in this unusual and unpredictable time amid the pandemic.

    From my observation, most businesses already have impressive written statements of corporate culture and/or core values. What the CEO and HR head should do is ask themselves whether adaptability is part of this culture or value system. In any case, they must focus on this quality relentlessly and encourage people to change themselves as quickly as possible to respond to a threat.

    Who Moved my Cheese?, by Spencer Johnson, is one of the great books on this subject, as it elaborates on how changing conditions affect four characters and how each one responds, with different results.

    The current pandemic is certainly a time of dramatic change and everyone is looking for the best ways to respond. Think about your own organisation: How quickly did it become aware of Covid and adapt in response to the changing environment, such as making working from home a normal practice?

    An organisation that has

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