Are you a Proactive Manager?

At first sight, it seems fair to say that any manager worthy of the name knows that the unforeseen and the changes are inevitable in a modern company. Thus, to follow our last publication, we will attack the alternative to the negative reaction of which we have previously treated. So, let’s see how to get into this other dynamic to face our challenges: the pro action. 

Proactive management 

A proactive company copes with the unexpected by calling on all its strengths to solve the problems at the base, in order to return as quickly as possible to the normal controlled situation. 

With proactive management, the company is better equipped to see the changes coming and plan to deal with them. This organization can minimize impacts by defining: 

  • The most affected processes;
  • potential risks;
  • Action plans;
  • Alternatives.

The shift from responsive management to proactive management 

The goal is to put in place a robust system of absolute efficiency. 

Such a system will enable managers to invest in continuous improvement, evaluate risks, plan actions, control and measure them. In this way, it is possible to minimize “emergencies” due to unforeseen circumstances. 

Every business is different; each has its own context, its parameters and its objectives. For this reason, there is no miracle recipe. You cannot copy and paste solutions from one company to another: the result could be worse than the problem. 

The solution must be personalized, therefore, adapted to the reality of the company in question, hence the importance of using a structured and proven methodology for analyzing and solving problems. 

If you recognize yourself in the image of the firefighter manager, do not wait! Put all your efforts to revive the situation as soon as possible, research the root causes of the problems, define the optimal solutions and implement them. 

How to identify and isolate the situations leading to the “firefighter mode”? 

As stated earlier, it is impossible to standardize a final solution and thus solve all its problems; this is where the manager’s personal skills come into play. However, it is possible to agree on the fact that one must first identify the tasks that cause the activation of the “firefighting mode”, then isolate them in order to reduce their effect. 

Remember that there is no system that can withstand a permanent state of stress and urgency. 

It would be possible to further deepen this article with our specific knowledge, experience and techniques, but that is not the goal. If you have specific questions, send them to us; our consultants will call you to enlighten you. 

Also, be aware that your suggestions for articles are always welcome.