Are you currently mastering crises?
Most of us can guess the effects of the Corona crisis on business models as well as work and consumer behaviour. In some industries the change is so massive that previous strategies must be consistently questioned. This requires courage of decision-makers to boldly tackle what is necessary without losing sight of the risks. This is quite a challenge, because especially in phases where the tried and tested is being questioned, an inner compass is often missing that can navigate managers and their organisation safely through the change. We provide decision-makers with orientation and support them in navigating their way safely.
A crisis is challenging.
Perhaps the fact that in times of crisis, leadership mistakes - as if under a magnifying glass - are particularly visible. Today, more than ever, decision-makers have to withstand stress, stand on a solid foundation and work to convince others. That's why leadership in crisis management needs to be tailored to suit the situation: different approaches and individual support are therefore key success factors. In order to guarantee these, we are deliberately a small but fine network of consultants with different skills, who adapt very individually to their clients.
A crisis needs clear communication.
If you want to be convincing in crises, you have to communicate clearly. Not only towards employees, but also towards banks, investors, shareholders and partners. But only a few decision-makers have mastered the craft of management communication. We know how to communicate relevant topics with crisp and convincing messages and suitable formats. Our consultants have worked part of their way in the communications industry and occupy the niche of consulting and agency with conviction.
A crisis needs implementers.
We can only work successfully with our customers if they have an unconditional will to implement and are prepared to jump in at the deep end. This is exactly why our customers notice immediately: we don't avoid the issue, speak a clear language and ask critical questions. We are able to take this critical position because we ourselves have already led in and through crises - and in the process have reached our limits and had to "jump". We know what cold water feels like.
