Saturday, November 5, 2011

'Every organization must think the unthinkable or expect the unexpected, and prepare an emergency plan  for implementation as and when a crisis occurs.' Every time I read that in my PR text book, I'm reminded of me. I'm the organization of course, ready and waiting for my company (which, you guessed it, is my life) to crumble around me.
Yes, my crisis management committee comprises of just one person: me. Call me a pessimist, but I've learnt that 'too good to be true' is just a phrase. Today, you might have stability, trustworthy employees, profits that are soaring, maybe a good old teak desk you dream of when you're back home and lying in bed. However, the next day, who knows? What is the guarantee? That's where crisis management comes into play. You 'expect the unexpected, the unthinkable'. You look for every little sign of instability (even if it's at the lowest level),  you learn to be skeptical of your employees because who is to say they won't stray, you try and stay grounded even when you know your business is envied and you buy another teak desk, just in case. Over time, skepticism starts becoming involuntary, almost second nature. You want assurance and promise, both of which cannot be given per se. You are so wrapped up in your 'crisis management' business, it's like you're almost waiting for something to happen.
Now that, my friend, is when you know you're in serious trouble. Today, I'm standing here with all my doubts and insecurities and wondering 'when the hell did I get here?' It's like everytime one of my employees gets up and walks towards the coffee machine, I catch up with him in a flash and say 'you're leaving? How could you?' And he looks at me all aghast and says 'uh? I'm just getting a coffee'. I know I'm being obsessive and scrutinizing every little thing, and as hard as it is to admit, I feel like one of those horrible bosses bordering on senile.

And that's really starting to scare me.

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