Beat the current crisis with the '3 CS'
A couple of weeks ago, I met a young Thai man. We do not know each other as such, but often go to the same gym. With this flooding crisis going on, I thought I would ask him if his home was OK. Fortunately, he said it was, and asked how I was dealing with
That is when I started thinking about what I would do, and came up with the three things that inspire me, that I believe in and the things that I try to instil in my team.
They are:
Common Sense
Communication
Care
So, how does one put these 3 Cs into practice?
COMMON SENSE
We should forget about cold bureaucracy and become pragmatic about where and when assistance is required. For instance, employees whose homes have been flooded should urgently get a dry place to stay in and be given access to enough drinking water. Quick decisions are not just good for physical health but also for mental health. Aid plans that drag on only open the door to problems.
It is also common sense to ensure our facilities and factories are protected. This has been the biggest problem over the past four weeks. In my experience, people usually do too little too late – probably because we fall into the “hope” trap. Take advice from other people and remember that it is the little things that count. Simple things like checking whether the pumps are working or if canals are clean and flowing smoothly are just a few things that can help ensure safety. Always remember that clean drinking water is essential – when in doubt boil it for at least 20 minutes or treat it with chemicals.
COMMUNICATION
Businesses collect information on employees through the managers and funnel it to the personnel department. The data is exchanged in a flexible manner, provided the CEO stays on top of things and monitors the exchanges. Flexibility provided by mobile phones and the short-messaging service (SMS) allows data to be exchanged with offices overseas. For instance, the company doctor in Germany can provide health advice to staff in Thailand – a service that every CEO should utilise to ensure his team stays healthy.
CARE
During a crisis, it is paramount that the management ensures everyone is taken care of. This is one of the greatest credibility tests. A caring attitude means finding out what the staff need and provide assistance quickly, without allowing politics or ego to get in between. It is in situations like this that a corporation can build a sincere family spirit and build a sterling human-resource culture.
Having lived in Japan for many years, I have experienced many disasters, including the big earthquake in Kobe, and have learned that the 3 Cs are key to survival, especially in situations like the one we are living with at present.
L Alexander Paufler is the chief executive of Mercedes-Benz (Thailand).
