Critical thinking and actions matter during adversity.

Critical thinking can be confusing when you solve too many problems simultaneously.

Most people are under massive pressure because of drought, floods, fires or the COVID-19 pandemic, which will not go away any time soon. Many are becoming sick with worry, and at a loss as to what to do. It is quickly leading to health and relationship problems, as well as many business closures. Now is the time for some critical thinking.

In such extreme circumstances, it is doubtful that people who receive a fortnightly paycheque will have an understanding and practical experience of how to step up to the task of saving and rebuilding our businesses or the community. Extreme times call for different actions, not rhetoric, which is as extreme as it gets.

In times of crisis, it soon becomes evident whether a person or organisation is equal to the task. We see some excel at their best, some suffer severely, and others are at their worst as their incompetence is exposed. Are you chasing your tail with new and conflicting priorities?

Chances are, there’s a disconnect between your strategy and its execution.

When you set a goal or plan, one of two things will inevitably happen: you will achieve it or you won’t. You must learn to increase and accelerate your win rate to drive new outcomes in every area of your life and business.

Helping someone solve problems themselves is more effective than solving them for them. The first goal of any leader should be to articulate as clearly as possible the challenges your organisation faces, what you are trying to accomplish, and how you intend to navigate the crisis.

For some companies, this may mean pivoting toward a new product or service or redeploying resources to cope and help their community. However, many organisations aim to navigate new ideas and opportunities without running out of cash.

As the leader and person behind the business, you must dig deep and figure things out faster because so many will look to you for strong leadership. There’s no playbook for extreme adversity. You have to cut through to what matters and provide clarity.

I know the world seems out of control right now, and it feels like we’re at the whim of external forces that could do unprecedented damage. However, external conditions don’t determine your life experience; how you see yourself and others does. In times of crisis, this truth impacts your results more than ever.

In times like these, you have to manage fears and anxiety, deal with the fundamental challenges of sustaining viability, think strategically, make some very tough choices, and remind yourself of your bigger vision and objectives. Unfortunately, finding a new direction without critical thinking can be challenging.

Quotable quotes.

“Self-awareness is important in critical thinking for framing how you view setbacks. Be mindful of how you naturally react to setbacks. How you think, act and decide now can be dangerous”. Peter Sergeant

“When employees are unhappy, the most successful managers are often the slowest to adapt. The fresh leadership and thinking, which led to their initial success, is replaced by a rigid devotion to a personal list”. Peter Sergeant