Surviving and growing through a crisis

Yet it has proven its ability to bounce back, recover and move on, time and time again. From the SARS outbreak in 2003, to the tsunami devastation of Christmas 2004, the global meltdown of 2009, the 2010 red-shirt demonstrations and 2011 floods, though the disasters and challenges have varied from financial to natural and political, the responses needed to weather such storms are the same. 

 

Don’t panic!  

Always be proactive and not reactive. I have always told my team to “expect the unexpected”, and this attitude has given the Anantara team the flexibility to respond rapidly without panicking. It’s an instinctive reaction, yet utterly futile. Panicking is the result of our self-preservation mode kicking into overdrive. The impulse is to rush in, to do something effective as swiftly as possible. But by taking a step back, literally breathing out the impromptu state of panic and assessing the situation in a calmer way, a more objective pathway is more likely to unfold, and you won’t be promoting the spreading contagion of anxiety.

 

Plan countermoves 

Think of a crisis situation like a game of chess. In fact think of your business in general as such. If you’ve planned out your strategy without taking into account external factors – both probable and surprise – then your rigid game plan is going to break down at some point. In other words, instead of putting all your eggs in one basket, your short and long-term business plans should be flexible enough to accommodate unforeseen elements. 

 

Steepen your learning curve

They’ve happened before and they’ll certainly happen again. Woven into this tale of emergencies and disasters are chapters about how to deal with them, and the gradient of your learning curve is ultimately up to you. As we strive to avoid falling down the same old holes and going round and round the same circles of mistake, learning from prior experiences is of paramount importance. Admit where you went wrong the last time. Assess elements that could have been done better, as well as your strengths and weaknesses. Take ownership of your learning curve to become the master of how you survive and evolve.

 

Determine key priorities 

More haste less speed wins the day. There are only so many matters that can be effectively dealt with at once, so prioritising is essential. Make each day count, not by trying to achieve as many post-crisis tasks as possible in 24 hours, but by creating a streamlined hierarchy to tackle individually and mindfully.  

 

Lead by example

Always be positive. Your staff expects you to lead them, and your clientele will also need reassurance. Calm assertive energy is what’s called for in a crisis, both because it will put you in the right frame of mind to address the difficult situation, and also because the image you put across will be contagious.

 

Have confidence in your team 

You chose them, you trained them, and hopefully you inspire them too, so trust them to do their job well. In disaster situations, the human race has a tendency to shine, to work together and do more than is usually expected to pull through. Remind yourself that your staff want to keep their jobs as much as you want your business to survive – your company is their career, so work together on this basis toward a mutually beneficial goal.

 

Use your ‘down time’ wisely. 

We encourage all of our employees at Anantara during a time of crisis to use their down time wisely, to develop new guest experiences, enhance team training and, of course, plan for the coming months. Therefore, we are taking additional measures to ensure our future success – seeking out new markets and ensuring that our product offerings remain differentiated in time for the recovery.   

 

Dillip Rajakarier is chief executive of Minor Hotel Group.