The crisis can take a hike - How do companies manage to grow economically and humanely?

Are you already thinking that we can handle the crisis? Constantly new bad news - since the "corona crisis" broke over Germany in mid-March 2020, more and more companies are at risk of falling into an existential crisis. And some of these individual business crises have been looming for some time, with Corona now being the final trigger. Whether in retail, tourism, newspaper publishing, fashion industry, logistics, or industry, megatrends such as the growth of discounters, new distribution channels through eCommerce, international competitors due to globalization and digital networking, modern business models such as platforms and ecosystems, or automation thanks to Industry 4.0, all endanger the existing business models of today's companies and many jobs. Now is the time for us to take action, say Susanne Nickel and Marcus Disselkamp with their new book: "The crisis can go to hell." Now responsible leaders and the right crisis management are needed: because in every crisis lies the opportunity for renewal and progress. However, a crisis, like any other change, needs to be managed, with both heart and mind. Let's take one of the protagonists in the book, Carsten, a 55-year-old CEO in the electronics industry. While managing the crisis in his company, he experiences his own personal transformation: To truly focus on new customers, he must leave his beloved world of technology. Only then will further profitability beckon. Here, it means moving away from products that other companies also manufacture and standing out from international competition. Customers want to be thrilled, which also brings higher margins. Carsten thus kills off his darlings of the "old" products and undergoes a change in mindset. He found himself in the economic swamp of comparability and on the human side in the valley of tears, which he had to go through to allow new things again. Another protagonist, Anna, a sales manager in a DAX corporation, asks herself the following questions: How do I motivate my employees in a crisis, especially when leading over greater distances and thus virtually? How do I create engagement, trust, and confidence - even in myself? Where do I stand with my department and what commercial levers need to be adjusted to further break down silos? What economic and legal measures are available to me? Where does my company generate growth from, and what role do innovations play? Every company and all employees go through the same four phases of the crisis curve: Once the denial phase is overcome, comes the realization, then the departure, and the prospect of new successes. Leadership and management are crucial here. Companies must be profitable and liquid to survive. After falling into the cold water, it is necessary to assess how much air is left to safely reach the other shore. The crisis curve makes it clear what needs to be considered on both the human and economic levels. Only when viewed as a whole can the handling of a crisis bring about renewal. In order for crises to lead to innovations and for people to find their motivation and ability to act again, going through the crisis curve is inevitable. Take advantage of the low point and lead your company strengthened out of the crisis. The former head of Deutsche Bank, Alfred Herrhausen, summed it up: "We cannot make it without profitability, and we cannot bear it without humanity." Our two top speakers and trainers address small business owners, CEOs, managers, and executives, showing step-by-step how to economically and humanely manage a change process and create innovation and growth. They provide concrete assistance, tools, and tips so that as a crisis manager, you can actively steer towards new horizons and keep your company profitable and liquid. It is this combination of business, leadership, and labor law knowledge that makes this book and consulting approach so special. Because only those who simultaneously manage economic concerns and consider emotional worries can successfully emerge from a crisis in the end.