In the life of a company, periods of turbulence do not prevent. Whether it is a sudden drop in orders, galloping inflation in production costs, a sudden technological change or geopolitical tensions, the diagnosis is the same: visibility is collapsing.
For a director or manager of an SME, uncertainty represents the ultimate stress test. Faced with the storm, however, the natural temptation is often to retreat into one’s office. We can then be tempted to frantically scan the cash flow tables and wait until we have perfect answers before speaking to the teams.
However, this is the worst strategy. Managerial silence reassures no one; it creates a void that employees rush to fill with their worst anxieties. When the market falters, the manager’s role is not to play divination, but to create a framework of stability, to stay the course and protect collective energy.
Here are 5 pragmatic levers to transform a period of doubt into a lever of cohesion and performance.
1. Establish transparent over-communication: the “weather update” ritual
In times of crisis, the information deficit generates two poisons: rumor and paralysis. However, communicating more does not necessarily mean transmitting more information. On the contrary, to reduce anxiety, the regularity of exchanges is often more important than the quantity of information shared.
- Say what you know…and what you don’t know: Nothing is more destabilizing for a team than a leader who pretends to have everything under control when the situation is visibly deteriorating. Admit the complexity of the situation with lucidity: “We don’t yet have visibility into next quarter, but here’s what we’re seeing today and the assumptions we’re working on. »
- Establish the weekly “weather update”: Set up a fixed, short (15 to 20 minutes) and non-negotiable meeting. The objective is not to create a heavy steering committee, but to share the sales situation, the priorities of the week and to answer questions without filter.
- Favor oral and direct: Leave emails in the closet for anxiety-provoking topics. A warm tone of voice and an open posture defuse anxiety much more effectively than a formal report.
2. Shortening horizons: management by “micro-objectives”
Trying to maintain rigid annual goals while the economic environment changes every 15 days is a major source of discouragement. If the target seems unattainable, your teams will give up before even trying.
ADAPTATION DU PILOTAGE EN PÉRIODE D'INCERTITUDE
┌───────────────────────────┬──────────────────────────────────┐
│ Mode Normal │ Mode Incertitude / Crise │
├───────────────────────────┼──────────────────────────────────┤
│ Horizons : Annuels / 3 ans│ Horizons : Mensuels / Semainiers │
│ Pilotage : Gros projets │ Pilotage : "Quick wins" & Cash │
│ Injonction : Croissance │ Injonction : Agilité & Résilience│
│ Indicateur : CA global │ Indicateur : Actions réalisées │
└───────────────────────────┴──────────────────────────────────┘
- Cut the mountain into steps: Move from an annual plan logic to a tighter 30 to 90 day roadmap.
- Celebrate Quick Wins: In a sluggish market, major commercial victories become rare. Promote intermediate successes: the signing of a small contract, the resolution of an operational problem, the loyalty of a historic customer. These small victories reinject dopamine and restore confidence.
- Keep the compass for the long term: Shortening the tactical horizon does not mean giving up vision. Systematically remind you why the company is fighting and how daily work will make it stronger when the market restarts.
3. Restore control through targeted action
Anxiety is the product of the feeling of experiencing an event over which we have no control. To re-engage an anxious employee, the best remedy is to give them the power to act within their direct area.
- Distinguish between the circle of influence and the circle of concern: You can’t control interest rate policy or the international situation? Leave them aside. On the other hand, you can control the quality of your customer service, the efficiency of your internal processes or the care taken in your prospect follow-ups.
- Refocus on the operational: Ask each team a simple question: “What can we concretely act on at our level this week to make a difference? »
- Involve in solutions: In times of crisis, the best ideas for cost reduction or product optimization do not come from the management committee, but from the field. Organize short workshops for collective reflection on targeted issues (“How can we reduce our delivery cycle by 20%? »).
4. Strengthen the culture of “Care” and active listening
In times of uncertainty, the pressure of numbers tends to dehumanize professional relationships. This is precisely when we need to double down on empathy. Employees always remember how their company treated them during difficult times.
- Multiply the individual points (1-to-1): Allow 20 minutes every week or every 15 days to each direct report, without an operational agenda. Just ask: “How do you feel about the current period? What do you need to work well? »
- Detect weak signals of burnout: A usually dynamic employee who remains silent in meetings, an increasing error rate or nervousness are markers of poorly managed stress. Intervene quickly before stalling.
- Protect the work environment: Avoid spreading your own managerial stress onto your colleagues. The manager must act as a fuse and thermal regulator: absorb external pressure to redistribute serenity.
5. Invest “quiet time” in internal consolidation
When the order book slows down or client projects are put on hold, the worst attitude is to wait for the phone to ring. Use this free time to carry out the basic projects that were systematically postponed when activity was running at full speed.
- Clean and optimize the house: Take advantage of the reduction in load to update the CRM database, review internal process documentation, tidy up the workshop or reorganize shared folders.
- Train and improve skills: The lull period is the ideal time to launch an internal training plan. Have your internal experts lead knowledge sharing sessions. Your teams will emerge from the zone of turbulence more qualified and better armed.
- Prepare afterwards: Think today about the offers, positioning and tools that will need to be deployed as soon as the recovery begins. Being ready before others is the best way to capture market share during the rebound.
Uncertainty as a indicator of leadership
Managing in times of crisis or uncertainty does not require having supernatural powers or making big, untenable promises. In reality, it is above all a posture. Be present, lucid, accessible and deeply anchored in pragmatic action.
Thus, it is essential to bring regularity to your communication and clarity in your short-term objectives. Sincere attention to humanity is also essential. Then you won’t just weather the storm. On the contrary, you will forge a resilient company culture. It will be able to overcome current turbulence and, more broadly, better face future economic cycles.
