by Thato Mokhothu-Ramohlanka
The Corona Virus outbreak has quickly introduced a new way of living that most of us never imagined possible. While some people are better prepared for unknown eventualities such as the Covid-19 pandemic more than others, many others will find that they have not prepared adequately for the weeks ahead. Unfortunately, the playing field is not always level. In some instances life does not provide us with the tools to help us prepare for tough times. Unemployment is one of those brutally unfair conditions that deny people the opportunity to provide security for times such as these.
For those people who are fortunate enough to have been provided with opportunities that improve their livelihoods, this is a critical moment to reflect on whether those opportunities are being utilized fully or being squandered. Similarly, leaders who cruise through their daily lives without conscientiously making the best decisions for the future will only have themselves to blame if things really do fall apart at their helm.
The ability to prepare for negative and unforeseeable circumstances is a skill. It is a skill that is particularly important for leaders to possess in order to drive organizations and governments forward despite difficult times. There are basic principles that often need to be adhered to throughout the course of normal operations in preparation for bad times. If these are not followed adequately and consistently there will be chaos and instability when things change for the worst.
One of the most important elements that help organizations to keep moving amidst a crisis is good leadership that has a clear sense of the strategic direction of an organization and the ability to implement that strategy. It is easy to take these principles for granted and assume that every leader possesses these skills but the way leaders prepare for a crisis and subsequently manage that crisis says a lot about who they are.
I recently watched a television interview with Mteto Nyathi who is the CEO of Altron and the author of Betting on a Darkie. What struck me about this particular leader was his confidence and steadiness in his position. It became clear from the onset that he is not afraid of making difficult decisions when necessary. The conversation highlighted that the strength of any organization lies in a clearly stipulated vision of where it is headed. Although flexibility is important because it is not prudent to remain fixed on how to achieve that vision as circumstances change, the end goal must remain clear and decisions must continue to be taken regardless of the climate in which the organization finds itself in.
Some of the measures that need to be taken to drive productivity and consequently move towards the strategic direction of an organization may include acquisitions of equipment or companies and the hiring of relevant human capital to fill any skills gaps that may exist. Without a strong balance sheet, these necessary actions cannot be taken and the status of a balance sheet is a result of daily actions taken by leaders in the right or wrong direction. Covid-19 is going to expose the leadership actions of individuals on all levels of society from households to governments.
To begin with, household savings are going to come to the minds of many in the coming weeks. Depending on the type of work that people are engaged in and their propensity to save, there is going to be a lot of panic and a real appreciation of the importance of having a savings regimen. The concern is undoubtedly channeled towards seasonal or low skilled workers who receive hourly rates. While they belong in the category of people who will need their savings the most during this time, their earnings are generally so low that they normally don’t have enough money to sustain their daily needs.
Equally, governments are going to have to implement drastic measures to mitigate the negative effects of the virus on the economy as many economies around the world are headed towards a recession. Poorer countries will have the greatest difficulties during this time because many seasonal workers and small business owners will be on their own. The curtailing of the free movement of people between borders for work may have a catastrophic effect on people’s lives. Street vendors and those living from hand to mouth will battle with any drastic measures that will require isolation. The inability of leaders to provide emergency funds or implement strategies that can protect their citizens from hunger in this period will not only be unfortunate, but will once again put a spotlight on the need for improved governance and policies.
In essence, the world is facing a threat that is continuing to rapidly disrupt our ways of life. This is the time for leaders in all levels of society to rise up to the occasion to ensure that we come out of this bad period in our lives as better people.
Photo by Markus Spiske from Pexels
Thato Mokhothu-Ramohlanka is the founding director of MR Consulting which offers legal and management consulting services to SMMEs. She graduated with degrees in Psychology, Sociology, Marketing Management and Law from the University of Cape Town and the National University of Lesotho. Thato is a member of the Global Shapers (Maseru Hub), a global non profit organization founded by the world economic forum that seeks to uplift the youth through various educational projects. She is passionate about young people and uses her writing to uplift and motivate them through their various challenges.
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The ability to look ahead and prepare for the future is rare. As human beings, we have mental models and biases that prevent us from thinking differently and looking out for alternative outcomes. We prefer existing within familiar territories and are supportive of our beliefs and intellectual conceptions of what reality ought to be because the alternative is incomprehensible. However, with or without our awareness, these conceptions prevent us from tackling problems more efficiently; they hinder our creativity and ability to seek solutions in unlikely places even at the risk of operating at our minimum capacity.