Banking, accounting, Employment
A storm of 23 inches of snow, a blue-collar walkout in rush hour and three lives sadly cut short by plow trucks. No doubt Luis Miranda had a hellish first week as the new head of clearing snow from the city of Montreal in January. This is called a baptism of fire!
"It was a difficult time," recalls Luis Miranda, a few months after the storm. "I had to manage both the crisis priority is to ensure that snow removal, settling the question of disengagement and react to tragic accidents, and at the same time managing the media crisis. But I do not regret having accepted the position. I am a former firefighter, so I used to put out fires! "He also had the advantage of knowing the inner workings of the workplace: Luis Miranda is active in municipal politics for 20 years.
It is different for a worker just arrived in an organization, without the slightest mark. "A new employee has not yet had the time to understand the context of the organization and to make allies in house", explains Sylvie Lepage, a human resources consultant in HR Innovation in Laval. It is therefore ill-equipped to cope with a crisis.
The response to a baptism of fire may nevertheless be crucial. "There will inevitably be judged on how we cross the first storm, and our colleagues will discover our strengths and weaknesses," says Martine Lemonde, guidance counselor and director of professional services at Brisson Legris, revealing potential. "Get off in a panic in the office of the boss or colleagues to show that we lose the pedals can be dangerous," she adds. Left and the recollection may be very difficult to erase. "
Play Fair
You are just arrived in office and you must struggle with a crisis of public relations, a crucial project that derail or a major customer is dissatisfied with the services rendered?
Above all, do not sweep problems under the rug. "In at least 80% of organizations in crisis, someone has made matters worse by hiding the problem or trying to settle with inadequate solutions," warns Richard Thibault, consultant and author of How to manage the next crisis . "In a new job, he must accept that not all of the talent nor the secrets, he connects. It is possible that a situation arises that is beyond our powers. "
This is exactly the fact that Rebecca (who prefers to conceal his name) had to do last year. Now producing web advertising agency, she cut her teeth as project manager in a production interactive. Three days after her arrival, she found herself at the head of a major electronic banner for the primary client of the firm.
"The client fired on me super urgent requests with full technical specifications and I had no idea what he was talking to me! I had no experience in web production and I was completely lost, "she says.
Distraught, she played the card of humility. "I told my boss that I frankly feel that the client had spoken Chinese. I promised to do everything to accomplish the required tasks, but I would not be surprised if that ever I was planting. "She avoided the disaster by spending his evenings reading to acquire knowledge which accelerated missing.
Without necessarily advocating overtime, Martine Lemonde applauds the attitude of Rebecca. "Unless the top of the company, it can be very useful to go see his boss and say" I do not know how to handle this problem, '"she believes.
A storm of 23 inches of snow, a blue-collar walkout in rush hour and three lives sadly cut short by plow trucks. No doubt Luis Miranda had a hellish first week as the new head of clearing snow from the city of Montreal in January. This is called a baptism of fire!
"It was a difficult time," recalls Luis Miranda, a few months after the storm. "I had to manage both the crisis priority is to ensure that snow removal, settling the question of disengagement and react to tragic accidents, and at the same time managing the media crisis. But I do not regret having accepted the position. I am a former firefighter, so I used to put out fires! "He also had the advantage of knowing the inner workings of the workplace: Luis Miranda is active in municipal politics for 20 years.
It is different for a worker just arrived in an organization, without the slightest mark. "A new employee has not yet had the time to understand the context of the organization and to make allies in house", explains Sylvie Lepage, a human resources consultant in HR Innovation in Laval. It is therefore ill-equipped to cope with a crisis.
The response to a baptism of fire may nevertheless be crucial. "There will inevitably be judged on how we cross the first storm, and our colleagues will discover our strengths and weaknesses," says Martine Lemonde, guidance counselor and director of professional services at Brisson Legris, revealing potential. "Get off in a panic in the office of the boss or colleagues to show that we lose the pedals can be dangerous," she adds. Left and the recollection may be very difficult to erase. "
Play Fair
You are just arrived in office and you must struggle with a crisis of public relations, a crucial project that derail or a major customer is dissatisfied with the services rendered?
Above all, do not sweep problems under the rug. "In at least 80% of organizations in crisis, someone has made matters worse by hiding the problem or trying to settle with inadequate solutions," warns Richard Thibault, consultant and author of How to manage the next crisis . "In a new job, he must accept that not all of the talent nor the secrets, he connects. It is possible that a situation arises that is beyond our powers. "
This is exactly the fact that Rebecca (who prefers to conceal his name) had to do last year. Now producing web advertising agency, she cut her teeth as project manager in a production interactive. Three days after her arrival, she found herself at the head of a major electronic banner for the primary client of the firm.
"The client fired on me super urgent requests with full technical specifications and I had no idea what he was talking to me! I had no experience in web production and I was completely lost, "she says.
Distraught, she played the card of humility. "I told my boss that I frankly feel that the client had spoken Chinese. I promised to do everything to accomplish the required tasks, but I would not be surprised if that ever I was planting. "She avoided the disaster by spending his evenings reading to acquire knowledge which accelerated missing.
Without necessarily advocating overtime, Martine Lemonde applauds the attitude of Rebecca. "Unless the top of the company, it can be very useful to go see his boss and say" I do not know how to handle this problem, '"she believes.
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