Management capsules

Practical advice to lead your organization

If you find yourself in a position of leadership in your company, the world of today is probably demanding you to face some unknown challenges in times of prevailing uncertainty.

The following analysis and proposals will help you solve the most common day-to-day situations in times of social and financial crisis during the current health emergency which surrounds the corporate world.

Why should you read them?

Staying up to date with the strategies to change management styles is crucial to accomplish organizational wellness and harmony.

• To question the way you deal with a crisis

• To think about other possible worlds for your business

• To access models to lead without a compass

• To access a short analysis about how to manage change at a neuronal level

• Triggering the search for and questioning the pillars of the emerging organizational cultures for the world of today

Capsule 1: Running the business in times of crisis

This capsule was born out of the search for an answer to the question which is swamping ourselves these days: how is the current health emergency crisis impacting our business?

The analysis we share here can easily be applied to any crisis that may present itself, one which generates uncertainty and high levels of complexity.

In our research, some organizations in other continents are finding answers to the need of coming out of this contingency state. However, the process of implementing any new change in policies these days is crucial, for it must be applied carefully, and specially, with the balanced amount of boldness.

Capsule 2: Generating reliable narratives

There are no organizations or leaders that do not communicate at one point or another, even if they remain silent, the message prevails and allows for different levels of speculation and interpretation. Right now, there are no excuses to stay silent.

When leading an organization, a team, or ourselves, the way in which we communicate, the construction of our narrative and the strength of our rhetoric will allow us to manage our level of uncertainty, and possibly ease the emotions of those we lead.

The purpose of this capsule is to inform about such relevance and impact. At the same time, we give you some recommendations when leading different “thinking styles” from a neuroscientific point of view.

Capsule 3: Leading without a compass

If there is something we can state with some level of certainty, it is that leadership is being highly questioned in a cross-cutting way in our society and in the entire world. Everything we expect to find in governmental world leaders, we transfer onto any leader that crosses our path. Each one of us needs to comply or at least question ourselves whether we are leading according to the standards we demand from others.

This capsule attempts to reflect on some of the assumptions that the VUCA world challenges us to question.

We share with you distinctions like boldness, transparency, self-knowledge in times of crisis, and the particular way in which each individual faces changes.

Capsule 4: Teams in disrupted times

In regular times, teams exist in states of collaboration, complementation, and commitment. These three states are fueled by recognition, motivation, and empowerment.

In times of emergency or crisis, teams are required to take a second look- deeper into their needs.

In this pearl of wisdom, we share with you some variables to consider so teams can grow under critical situations or circumstances by using their neuronal connections will demand answers that consider the systemic threats of the environment into account.

Capsule 5: Horizon of opportunities

There are few lit spaces that could show us the way given the circumstances we are living through in today’s world.  If the cracks do not open in front of us or if we do not learn how to look for them, it will be hard to see the potential opportunities brought by new horizons.

In this capsule, we dare to propose a new way to look into the future which filters through the confined spaces left by the contingency, the financial crisis, and the changes we will need to manage as we face a new present.

We invite you to open up to the possibility of rethinking the new human being that will be needed, their skills and especially, the level of consciousness that will allow them to see the light between the cracks.