Critical thinking and actions matter during adversity.

Critical thinking doesn't need to be complicated.

Critical thinking can be confusing when you try to solve too many problems at once.

Most people are under massive pressure because of drought, 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 highly unlikely 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, and this 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, you won’t. You have to learn to increase and accelerate your win rate to drive new outcomes in every area of your life and your business.

Helping someone to solve problems themselves is more effective than you 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. For many companies, however, the aim is simply to navigate new ideas and opportunities while not running out of cash.

Six Thinking Hats is a tool to help your team to focus their critical thinking.

It’s a time when, as the leader and person behind the business, you need to dig deep, try to figure things out faster because as so many will be looking to you for strong leadership. There’s no playbook for extreme adversity you have 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 which could do unprecedented damage. But external conditions don’t determine your life experience, the way you see yourself and others does. In times of crisis, this truth impacts your results more than ever.

It’s times like this when you have to manage fears and anxiety, deal with the fundamental challenges of sustaining viability, by thinking strategically and making some very tough choices while reminding yourself of your bigger vision and objectives.

Unfortunately, it can be challenging to find a new direction without critical thinking.

People are asking “what are the best practices for getting through this COVID-19 pandemic mess”? Well, there are no best practices; we are in a new game now, and we can’t rely on the way we used to do things.

Best practices encourage comfort and to follow the old directions. Better the devil you know than the devil you don’t. It’s a time to stop focusing on your results, which are probably very poor right now, and start focusing each day on your personal and employee accomplishment.

If you would like more information on using thinking tools, please contact us,

Key Message: You can’t control external events, but you can manage your mindset, how you engage with people, and how focused you are in the future. The difference between wannabe leaders and actual leaders is the focus.

Quotable Quotes

“Self-awareness is important in critical thinking for framing how you view setbacks. Be mindful of how you naturally react to setbacks. The way you think, act and make decisions in the heat of the moment can be dangerous”. Peter Sergeant

“When employees are unhappy, often the most successful managers are 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

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