为公司注入新的活力，并超越常规，如果你问自己正确的问题，就可以做到。绩效管理顾问、Stride公司的合伙人克里斯蒂娜-卡斯蒂略（Christine Castillo）就如何在危机时期采取行动向管理人员提出了建议。
是否有理由感到恐慌？
About a year ago I witnessed an interesting situation. During that time a new economic crisis began and the head of one of the domestic companies which produce mechanical equipment, rushed to the HR-manager with a cry: "I need the layoff plan on my desk ASAP! We will lay off 200 workers out of 500". It all happened in a small town for which two hundred people is a huge amount. Of course, all of them had families, children and almost zero chances of finding a new job. HR-manager called the head office in a panic asking what to do. She received a reasonable answer: "Price for imported products will rise for sure. Firstly, we need to estimate whether we actually need to dismiss anybody at all? "
HR-manager honestly tried to convince superior to wait. But he demanded to start laying people off. So she ended up basically pretending to fire people and hiding documents to make it look like they were actually fired. Two months later, the same head came running to her, shouting: "We need to hire people urgently!" as the company received many new orders because as expected similar imported products became quite expensive thus creating a huge demand for a local producer.
因此，在你因为开始解雇人员而惊慌失措之前，你真的需要坐下来想想这是否是你的公司真正需要的。危机时期是修订你的战略的时候。
你依靠谁？
在任何组织中都有利益相关者；这是一群影响公司并依赖它的人。首先，他们是股东、客户、供应商、员工和主管。但也有一个不太熟悉的类别。例如，在克兰菲尔德大学，我遇到了一位来自世界粮食计划署的未来同事。这是一个联合国机构，从事向自然灾害或武装冲突地区提供饮用水和食品的工作。她告诉我，在每次活动的计划中，他们会彻底分析所有的利益相关者。而且每次他们不仅考虑到捐款人、受害者、地方当局、运输公司，还考虑到武装团体、掠夺者和抢劫者。为了评估这些利益相关者，他们甚至有一个特殊的安全尺度：如果情况太危险，他们就必须结束活动。为了控制这些利益相关者，有必要与部队进行谈判或雇用安全机构。
因此，战略修订的第一步是分析最重要的利益相关者的需求。危机可能会调整他们的愿望，就像上面提到的故事：市场形势发生了变化，客户突然需要国内产品。
仔细想想，写下你所有的利益相关者，考虑他们的需求，并对他们进行优先排序：哪一个是对你最重要的。因为住在你的工厂旁边的史密斯夫人，她从客厅窗户看到的美好景色将被你的工厂破坏，她也是你的利益相关者，但不是太重要的一个。
你想达到什么目的？
The next step is setting goals: what you want to achieve as a company? This is a very important point. When you do not know where you are going panic begins: fire two hundred workers and then rehire them. Your goals can be different: become one of top three industry leaders in the domestic market or to grow faster than the market. "A computer with our software on every desktop and in every office" was a Microsoft goal in the 80's”. "Sending a man to the Moon and returning him safely to the Earth before the end of the decade” - that's an example of a higher-level goal of JFK's Moon Challenge. The crisis is a reason to once again say or restate your main goal.
市场上正在发生什么？
一旦你确定了行动方向，就需要对外部环境进行分析：什么力量作用于外部市场，客户的需求和供应商的能力会发生什么变化，你的竞争对手的实力如何，新的替代产品出现的可能性有多大，法律领域是什么，等等。这是一门伟大的科学，迈克尔-波特、亨利-明茨伯格和其他战略计划的支柱都致力于此。
你的企业何时会失败？
在任何公司都会不时地出现叠加、失败和挫折。这些都是最重要的学习时刻。负责人能够找出导致失败的一系列事件，以及组织中需要改变的内容，以便不再发生。
有必要仔细审查你在哪些地方有完善的业务流程，哪些地方不完全正确。
每项资产的成本是多少？
The next step is called a success map. Let's say you set your goal to be the leadership in the domestic market. Then the time to evaluate and think through to all the steps in detail comes.
It is very useful to count all the company's assets and how much each of them costs, what is the profitability of each product individually, and cost of each activity. Sometimes it turns out that your favorite product is very low-margin and the least favorite one is quite profitable. Also as a result of creating success map, it can turn out that you actually need to hire new employees and not dismissing.
Take Microsoft for example, In the 80's they started with software for personal computers. But later they rethought the success map. Today, they have separate units for entertainment services and video game consoles, smartphones and software solutions for businesses. Now they are studying new areas: human-computer interaction, technologies to reduce energy consumption, and pattern recognition. So to maintain leadership they have widely diversified their product line.
你和工作人员谈过吗？
I once witnessed a very difficult situation: management closed in the office and began to develop "the best strategy." The meetings were held for six months. All this time, the company was losing income because no actual decisions were made, and the employees were in the state of anxiety. The bravest and the best ones just left the company; the rest of them developed a depression. The effect of this demoralization is difficult to calculate, but it is monstrous – everybody starts to work badly.
是的，你需要一个计划，但你需要快速思考。一旦找到了解决方案，你应该和你的员工谈谈。你不需要和他们讨论每一个细节：现在我们考虑的是我们的利益相关者，现在我们画一张成功的地图 ...
但至少要给人们一些确定性：我们正朝着某个方向发展，我们将继续开发这些产品，而这些产品我们将停止销售。而且不要害怕：一个糟糕的计划总比没有计划要好。
你将解雇谁和如何解雇？
不幸的是，有时这一步是不可避免的。如果你要裁员，请迅速、准确、透明地进行，并明白你需要保持剩余员工的士气。
只要员工听到关于优化的话语，每个人都会决定，要么他们将是被解雇的人，要么他们将得到三倍的工作。
They immediately begin to run to job interviews, look for other opportunities. Those who do not see any ways out just multiply the panic. To prevent all that just say: "We have the layoff list, the rest of you have no reasons to panic." And it is equally important to say to the fired employees: "Guys, we also appreciate you and we dismiss you with sadness and tears. And if the situation changes, we will be happy to cooperate with you again."
在一个人性化的公司工作的想法是一个非常有价值的员工情绪。对你的员工要诚实，他们在重组期间的信心和忠诚度是值得的。
你能把感觉和业务分开吗？
如果企业是由一群朋友建立的，那么就要求执行者有成熟的意识。商业在某种意义上是非常简单的东西，简单中带着美丽。在商业中，你需要能够将自己与工作分开。在我们的私人生活中，我们可以在情感上投入。但生意和友谊是两种不同的类型，很难混合。
然而，一个朋友的团队可以是一笔宝贵的财富。唯一的要求是要诚实，并设定一个适当的目标："我想和伟大的人在一起，同时，我们都可以赚一些钱来生活。"
你是否记得，危机就是机会的时刻？
正确地说，修改你的战略应该是一个持续的过程。但通常情况下，随着公司的发展，它积累了大量的行政常规工作，所以管理层只有时间处理当前的业务。因此，在危机时期，往往会出现这种恐慌，因为无法即时确定该做什么，该去哪里。
不要绝望。在任何危机期间，市场都会被洗牌，往往会有新的利基市场被打开，所以如果你问对了问题，你总能找到新的机会。
