Keeping motivation high

Crises are neither new nor are they rare. In the last 100 economic years, such a situation could be observed in every decade. Nevertheless, dealing with unpredictable events each time is an enormous challenge for many companies, managers and employees. Although various measures are introduced after each crisis, people quickly forget and tend to revert to old patterns of thinking. The only question one asks oneself in this situation is: How long will the exceptional situation last? After all, after the crisis is before the crisis. As food for thought, four characteristics are described in detail below that a successful leader should master and consciously use during this time in order to keep motivation high both for himself and for his employees.

Optimism and cheerfulness

Despite the unpredictability of the current situation, some managers manage to formulate clear plans and strategies for the future and see challenges as opportunities to move forward. Optimism is therefore a valuable virtue that leaders should acquire in times of crisis. With an upbeat personality, leaders convey security and hope to their team - two elements that are often lost in an unpredictable situation. In contrast to their volatile or even negative colleagues, who additionally burden their employees with their overwhelming appearance during this challenging time, optimistic supervisors can strengthen the motivation of their employees. This, in turn, supplements staff productivity and performance. To successfully manage an emergency, a high level of cheerfulness should also be brought to the table. To be sure, leaders are not expected to walk around with a broad smile all the time during a critical time. Rather, by showing cheerfulness, one should radiate the will that the team should not let itself be defeated despite the tense situation. Because big success stories tend to be absent in these times, the little things in everyday work must be given more attention and also consciously acknowledged - for example, through concrete praise. As soon as a manager loses the joy and cheerfulness in his or her activities, it quickly becomes apparent how the employees adopt the same attitude. Especially because one's own staff can be very adaptable, an open-minded leader is essential for a pleasant corporate climate. A practical tip for self-motivation lies in the answers to the following question: "Why am I happy?" Not only can one draw energy from this, but at the same time realize that there are consistent sources of joy even in unpredictable times.

Creativity and the ability to overcome setbacks

A manager is expected to bring about change and transformation in the company. Especially in extraordinary situations, ideas and possibilities are important in order to adapt to the new circumstances and requirements. You have to do things differently than before: How, for example, can a dwindling market be compensated for or what advantages arise due to the rapidly advancing digitalization? Times of crisis are also ideal for making internal improvements and adjustments. Important management meetings can now take place on a virtual basis. This can boost the performance and effectiveness of employees despite the home office. Creativity is therefore needed to discover opportunities and alternatives. In principle, this is a competence that managers in all economic situations should possess. Because innovation is particularly in demand in times of crisis, creativity should be used especially in such situations. However, this is not a skill that can be acquired overnight. Every manager who leads an enthusiastic and innovative team must allow the ideas and suggestions of the employees and implement them with their support. This also strengthens the team spirit as well as the trust of the employees and at the same time is a valuable relief for the leader. Thinking in alternatives and scenarios increases mental freedom and security in the company. Through the conscious training of creativity (for example through brain writing/storming) as well as openness to it, future-oriented companies secure a significant competitive advantage and can gain additional market share that the competition has not yet discovered.

Analyze setbacks instead of dwelling on them

What happens when such ideas turn out to be failures? When risks and negative news accumulate in and around the company in times of crisis, setbacks are perceived more intensely. Such experiences must be digested quickly and the focus returned to the actual goals. Of course, it is important to learn one's own lessons from defeats. In this context, top athletes in sport have a different attitude than managers: Even after finishing second at a championship, athletes motivate themselves for the next year to be in top shape for the upcoming event. The secret to their success is that top athletes don't dwell on their setbacks, but instead briefly evaluate and analyze them so that they can use what they learn to change, adjust, and optimize and come up with another plan. With the ability to overcome setbacks, a leader can use increased self-motivation to further improve performance. Combined with the other factors, leaders can exude confidence and security during this unpredictable time. After all, it costs the same to appear positive or negative. Leaders, therefore, always have a choice about the ideas they walk through life with (in times of crisis).