How to withstand business in the event of a long war?

So I will not try to give universal solutions, but only share some episodes from the activities of our investment companies that have added our strength and energy. And, I hope, they will indicate their source to others.

Moral and psychological support war in the country, the loss of loved ones, air anxiety and constant tension from the situation in general and uncertainty of the future, fear-all this turns off rational and creative thinking and forces any person to take care of basic needs, including physical safety. Therefore, the manager lies a lot of responsibility-in any situation, "keep the face", despite his own moral and physical fatigue-to broadcast confidence and strength.

But can a leader afford the manifestations of weakness and be an ordinary person for the team at least sometimes? Of course. It so happened that the first day of a full -scale war found our team on a business trip to Ukraine. Unlike thousands of people who went to remote regions, we all rushed to the capital. It was there at this moment that our families, and despite all the dangers, we wanted to be with them.

As a leader, I used to be open with the team when I have some difficulties - I do not hide and say it, but I also show how I work with it. Openness unites us. Learning as an anti -crisis event internal transformation of the company and learning people, even during a storm ", are important for business adaptation to new realities. At the same time, a properly organized process of acquiring knowledge and creating a new contributes to the development of happiness hormones.

So it is also a psycho -emotional discharge. And, of course, it will give the company competitive advantages for a powerful jerk immediately after the end of the war. For us, it was fundamental to change the company and ourselves the whole team. Therefore, 100% of our employees have undergone long -term training during these one and a half years.

Among the skills that our specialists have received/deepened - project management, budgeting, planning, teamwork, tools for their own operational efficiency. The delegation of the power of the team focus on the transformation of the company and training, justified itself. Not only did people understand the strategy better, but also improve it. Transformation + training has found new talents in the company. And we, management, began to share more with them our powers.

Before the war, management decisions were made by topless and heads of units. Thanks to the tools of project management, we gave specialists at all levels the opportunity to take responsibility for a certain project or product, becoming the leaders of prose groups. We feel like "Empowering", that is, by power, it helps to grow both personally, and creates additional value for the entire company.

You want to survive-not only the team but also the business process of the company has undergone transformations. Reflecting on how to become a better version of ourselves, we have paid attention to the Lean methodology, which is traditionally used in production. It would seem how it can help an investment company? With our mission, we defined "creating the maximum value for the end consumer of our product and services.

" The principle of Toyota, which involves the management of losses at each stage of value creation, is directly correlated with our mission. By adapting Lean approaches to the management of finances, staff, interaction with stakeholders, etc. , we have increased our own operational efficiency, and therefore began to respond even more what the client expects from us. No transformation can only be passed by a part of the team. It is important to reach literally everyone.