
CPR: taking the stress out of practicing public speakingÂ
Practicing a speech is intimidating. Not only do you have to know your stuff, but you also have to think about your structure, your gestures, and your audience. Here’s how to use...
by Sameh Abadir Published November 17, 2021 in Brain Circuits • 2 min read
In every crisis there are winners and losers, so we have spent a lot of time talking to and researching leaders who have been successful in times of crisis. There are three key things these leaders understand that you should embrace when your company faces tough times.
It is a terrible situation to haggle over a decision in a meeting and then come out of the meeting and keep debating. Debate needs to end. Once the decision is made, people need to get behind it. Democracy in the meeting phase is good, but in the execution phase zero democracy is better. In other words, there should be high democracy in decision-making and zero democracy in execution. You must come to the best decision possible based on the information you have, and then act on it, even though you might be wrong.
If you have these three factors firmly under control, you can lead your company effectively through even the toughest crisis.
Adjunct Professor of Leadership and Negotiation at IMD
Sameh Abadir is Adjunct Professor of Leadership and Negotiation at IMD. He advises companies on negotiations and runs negotiation workshops in English, French and Arabic. He has recently directed custom programs for Emirates Nuclear Energy Corporation, Jerónimo Martins, ArcelorMittal, and Merck, and he is Director of IMD’s Crisis Management online program. He was Co-Director of IMD’s signature program Orchestrating Winning Performance (OWP) and is Co-Director of IMD’s Negotiating for Value Creation (NVC) open programs.
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