Saturday, 19 of May of 2012

There is no more normal — part 2

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Humans are interesting, egocentric and forgetful. We also tend to have a little bit of the chicken-little DNA running through us. Therefore, we tend to act as if the current crisis is the worst there has ever, ever, ever been and, OMG, overyone should feel bad. Bull!

Time to take a lesson from my old gunnery sergeant. As a young Marine in the mid-1960s I was sitting in a class (in the mud) learning about how to act if caught in an ambush. (Very meaningful as I knew I would be in Vietnam in the next couple of months. But I digress.) Anyway, Gunny made it real simple: When caught in an ambush don’t sit around and think about it. MOVE!!  If you sit still you are dead. Period.

Many of your businesses have been ambushed by the banking crisis, the housing crisis, the economic crisis, the global crisis, the crisis crisis. OK, what are you going to DO? Not sure, talk to some of the “old timers” and ask them about past crises. (Believe me, this is not the first time some of them have experienced painful changes in how they make a living.)

After this is all resolved some smart people will sit down and write the history of the latest downturn. And they will note that the winners actually did something.

You, your career, your company are caught in an ambush. What are you going to do?


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Ken BrownNo Gravatar

in March 23rd, 2009 @ 18:49

@Bill – Just this week I was feeling ambushed. It turns out one of my biggest competitors is going to be showing paid ads and another competitor (large) is entering the advertising market.

I thought things were just turning around when I see this happening. My response, I need to find products that separate me from these other companies. I think I have a couple of good new products to introduce. Now – Speed to market is my biggest competitor!


Fred H SchlegelNo Gravatar

in March 23rd, 2009 @ 21:50

Hi Bill, nice rant here. While there are plenty of businesses looking a lot like a deer in the headlights on a dark Wisconsin road – I think those folks were in trouble before the crisis and just didn’t know it. Your military training example is a great lesson both in that it demands action at the time of crises but also demands training beforehand to face the crises in the first place. (Hmmm. That got a bit long, but I think it makes sense.)

So what am I doing? I’m taking a two pronged approach. How do I survive the upcoming month (cash flow, customer triage, supplier negotiation) and what has to be put in place to thrive in the upcoming year (product development, network management, innovation). Not easy to do both at once, but as you said – can’t sit around and think about it.

Fred H Schlegel’s last blog post..Fear, Banking and Bring On The Wolves


Bill WelterNo Gravatar

in March 24th, 2009 @ 05:45

Ken,
The power of competition is that it forces innovation. Good luck and good thinking.


Bill WelterNo Gravatar

in March 24th, 2009 @ 05:48

Fred,
Nice example of responding for both the short and long-term. Keep at it.


Brad ShorrNo Gravatar

in March 24th, 2009 @ 07:48

Hi Bill, Yes, your post reminds me the scene in Monty Python’s “Life of Brian” when John Cleese hears they’re going to crucify Brian. Cleese says, “This calls for immediate discussion!” No good. You have to do something, and I’m happy to report one thing I’m seeing is people giving social media a try.

Brad Shorr’s last blog post..Spiritual Renewal Monday


Bill WelterNo Gravatar

in March 24th, 2009 @ 15:34

Brad,
“Immediate discussion” gets in the way of action all the time. Pity.


AndrewNo Gravatar

in March 30th, 2009 @ 07:20

Bill,

I could just imagine some CEOs giving the following response to questions from shareholders about what action they were taking to manage the downturn:

“We don’t really have a plan for the downturn, we’ll just see how it all pans out. Who knows – we might survive, we might not, but there is no need for any form of proactive action. We’ll just wait and see, shall we?”

Any manager who said that would be out of there quick smart, as should be the case with any management team which does not respond to the challenging times ahead in a proactive manner.

Downturns are especially difficult in terms of business management, and only those who adopt proactive management strategies have any hope of survival.

Andrew’s last blog post..Should disgruntled staff kidnap the boss?


Bill WelterNo Gravatar

in March 31st, 2009 @ 12:40

Andrew,
I like your reponse, but I’m thinking of the reality of CEO inaction. Some people are upset that Rick Wagoner was ousted by “the administration.” But considering the reality of the U.S. auto industry over the past decade, I’m sorry to say that the CEO (AND the Board) did not heed my Gunny’s advice. They may have exhibited some nervous twitching, but they did not take real action. (for whatever reason — it’s not my call to judge, but to be an observer.)