![]() They want to know the company they work for is handling this the right way. A lot of have kids at home, and they’re trying to juggle all of that. More than ever, you need to be connected to your organization and people you employ. We’re focused on urgency, transparency, open and honest communication with our teams. “It’s really more about amplifying what the leadership team and I do on a regular basis. Why stepping up internal communication is critical: ![]() We’re controlling our inventory and staying focused on both the short and long term.” The biggest issue seems to be managing demand and supply, trying to predict when we’re going to come out of this and what it’s going to look like. Let’s get after the opportunities and figure out how to be strong when we get out of this. People have moved from shock and awe to how we tackle this. People are getting used to working from home. “The one thing I’m noticing is that things are settling down. Every time we’ve faced adversity, we’ve come out in a stronger position.” You have the opportunity to come out of things struggling or come out of it in a position of strength. But at the same time, plan for when you come out of it. Make sure your leadership team is tightly aligned and plan for the day-to-day as best you can. Those are the things you always need to be doing, but they are amplified during a crisis. Focus on the long term and scenario planning. What I learned is to stay focused on what you can control, manage the communication closely - and be honest and up-front with your organization. I try to be steady and confident and calm, but up-front and honest. “People are looking to leaders right now across the board, and looking for signals on how they’re acting. ![]() ![]() Hoka’s Kids’ Collection Is Unlocking New Environmental & Performance Benefits for the Brand ![]()
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