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How to make change management happen in the most effective way

Many things can put your business at risk, including changes to your organisation, people or technology. The current pandemic has put many businesses under unprecedented pressure, and some even teetering on the brink of survival. Crises like this quickly turn change...

Future-ready part 2: Diversity – an essential ingredient for a future-ready organisation

In his seminal 1937 essay, “The nature of the firm,” the economist and eventual Nobel laureate Ronald Coase argued that corporations exist to avoid the transaction costs of the free market. Yet with transaction costs plummeting (spurred by rising connectivity)...

Future-ready part 1: What does a future-ready business look like in the new normal?

The pressure to change had been building for years. Well before the COVID-19 pandemic, senior executives routinely worried that their organisations were too slow, too siloed, too bogged down in complicated matrix structures, too bureaucratic. What many leaders feared,...

Organisation Design: Restructuring or Reshuffling to enable Strategy

Customer expectations are not just changing; they are exceeding the ability of a business to deliver on time. They are looking for alternatives, with more emphasis on experience and convenience. To keep up, companies are evolving their offering to meet the...

How to fill the gap between Strategy and Execution

Organisations are great at setting their strategy and identifying their goals, but they fall short when it comes to their operating model review and redesign, the key component that enables the strategy and drives the achievement of goals. Operating models consist of...

Culture PART 2: The role of leaders in a culture shift

In the previous article in this series we examined the effect of COVID-19 on an organisation’s culture. Now, we turn the focus onto the role of leadership and technology in leveraging culture. When an organisation decides to change its culture – be it planned or...

Culture PART 1: Did COVID-19 signal the end for hierarchical organisations?

According to the Organisation for Economic Co-operation and Development, human capital is defined as: “the knowledge, skills, competencies and other attributes embodied in individuals or groups of individuals acquired during their life and used to produce goods,...

Meet MAC’s Executives: Karina Jardim, Senior Executive

“Exceptionally talented consultant” “An absolute pleasure to work with” “Driven by a desire to see people grow” If you know Karina Jardim, you know that these phrases used to describe Karina ring undoubtedly true. She is a name that is valued to every MACer, whether...

Thriving in the Age of Digital Adoption: Embracing the Workforce Ecosystem (part 2)

In the first part of this series, we looked at how the fears of technological innovation are resulting in an unproductive resistance toward modernisation, even as it gains extraordinary pace in 2021. We also delved into the importance of a growth mindset in allowing...

Thriving in the Age of Digital Adoption: Overcoming the Fear of AI (part 1)

“What if artificial intelligence takes over my job? What if I become redundant?” Every one of us has experienced technology encroaching on our lives, more and more so with each year that passes. It appears that technological innovation is a certainty that is only...



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Resilience During a Time of Crisis

RESILIENCE DURING A TIME OF CRISIS

Resilience: the ability to bounce back in the face of adversity.

The world is currently under immense pressure. So much has happened since President Ramaphosa’s first address to the nation. The world seems to have been brought to a standstill by the rapidly spreading COVID-19 virus, which is wreaking havoc in ways that none of us would have dreamt was possible.

Just when we had started getting our heads around the new “normal”, new measures including the 21-day lockdown, as well as an additional 2-week lockdown, were announced. These measures have been widely applauded because similar methods have been successfully used to arrest the rapid spread of the virus in other countries.

These new measures have, however, already had an enormous impact on businesses in South Africa and businesses need to continue to ensure they can cope in the face of these constraints.

Leaders, teams and organisations need to be able to respond to the unexpected and recover vital business processes quickly:

  • Leadership must maintain their capability to respond to, and recover from, the unexpected
  • It is important to make the time and space to engage as a team during this uncertain time
  • We must ensure there is alignment on stressing the importance of the building for the future and the opportunities it provides for the organisation

MAC works with individuals and teams to enhance resilience behaviours, elements and dimensions during times of crisis through an integrated remote coaching process that utilises telephonic and digital coaching channels. This virtual process is time efficient, allowing individuals to contract their time effectively.

The MAC resilience coaching provides individuals with skills and processes to assist them in managing the recent challenges and changes and to remain resilient and productive during this time of transition. It also provides the skills to assist with any future changes they may need to manage in order to remain resilient and productive.

The coaching does not determine whether individuals can do their job, but how to cope with a different set of circumstances – how to keep people doing their job.

Connect with the MAC team to successfully build resilience as individuals, in your team and in your organisation during a time of crisis.

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