TABLE OF CONTENTS

1. How Do You Control The Situation During Uncertain Times ?..........................................1

1.1 Look Ahead......................................................................................................................1

1.2 Lead with Empathy...........................................................................................................2

2. Benefits of Freezing in Management.....................................................................................2

2.1 Its gradual approach creates momentum..........................................................................3

2.2 It’s relatively easy to implement......................................................................................3

3. how to resist the impulse to adopt a defensive pose in a different environment?..................4

3.1 Resist Oversimplifications and Quick Conclusions.........................................................4

3.2 Don’t Go It Alone.............................................................................................................5

4. Strategies That Your Company Can Do To Sustain In The Business Industry During The
Pandemic Covid-19 :..................................................................................................................5

4.1 Prioritize health and wellness above all else...................................................................5

4.2 Combat productivity/engagement pits with virtual cultural initiatives............................6

Conclusion..................................................................................................................................7
1. How Do You Control The Situation During Uncertain Times ?
How administration teams manage challenges during uncertain times can make or break a
great businesses. Solid administration powers representative assurance and focus, solidifies
business needs and moves the accounting industry forward into long-term, but it is
additionally incredibly tested in crisis.

Leaders have difficult choices and planning choices ahead, but through compassion, agility
and a future-focused risk moderation strategy, accounting leaders can control their firm to
proceeded success.

Here are a few suggestions on how managers ought to control during uncertain times :

1.1 Look Ahead

The pandemic has instructed us that we can not be arranged for each situation. However,
leaders can and need to have a thoughtful technique to planning and risk management.

Practice leaders need to assume one to two steps in advance when it comes to making each
major strategic choices like whether to contribute in a unused benefit, such as robotic
process automation (RPA) to assist with routine forms, or extend into a new industry—and
ordinary choices.

Too much pressure can stall a business but being an effective worrier can payoff. Years
before the pandemic, when I was starting my business, I spent a lot of time rehearsing my
disasters. The night before my first new business presentation, I involved there wouldn’t be
a projector at my prospect’s office. Even though we had been short on cash, I bought a
projector and spent the morning of the assembly studying it. When I arrived on the pitch,
there has been no projector in sight. My preparation inspired my prospect, in the end
leading him to seal the deal.

The ethical of the story? Your customers count on you for clever risk mitigation, and so
does your business. This crisis will pass, but a new one will come. Apply instructions
learned, focus on people, construct greater agility into your teams and plan ahead with the
proper balance of warning and confidence.
1.2 Lead with Empathy

A crisis reminds us that businesses are run by people, and people are not exclusively
defined by their work. This pandemic has caused monstrous change and disturbance, and it
is people that are managing with it each day.

Putting yourself in others’ shoes during both calm and chaotic times makes a difference
practice leaders superior get it challenges and opportunities, down to the person level, and
plan arrangements to meet them. In any case, the rotate to farther working has not been
consistent for everybody. Many experts, including parents and caregivers, presently adjust
both work and family needs at home with no division during business hours. If an worker
is struggling with the transition, show compassion and offer support and extra flexibility,
when possible.

Likewise, empathy is critical to client relationship building. It is likely that your client is
contending with numerous new challenges—from shifting the finance function online to
managing disrupted or diminished revenue streams. When you have the ear of your clients
and better understand their needs, you can identify ways your practice can better serve
them. Risk management, assurance and financial planning services are needed now more
than ever, making your firm’s experience and expertise extremely valuable to clients—if
you know their needs.

Moreover, compassion is basic to client relationship building. It is likely that your client is
fighting with various modern challenges—from moving the finance function online to
managing disturbed or decreased income streams. When you have the ear of your clients
and better get it their needs, you'll recognize ways your practice can superiorly serve them.
Risk management, confirmation and budgetary planning services are required presently
more than ever, making your firm’s encounter and skill greatly important to clients—if you
know their needs.

2. Benefits of Freezing in Management

Assuming that the changes made to behaviors, processes, and ways of thinking are
accepted, the refreeze step locks the new norm or status quo into place. Lewin found this
step to be particularly crucial to ensure that teams and organizations would not revert back
to their old way and past habits before the change was implemented.
2.1 Its gradual approach creates momentum

In his inspirational article for Inc. magazine, entrepreneur Adam Fridman credits legendary
author and theorist Simon Sinek for asking him the simple, yet revelatory question:
“Why?”

Sinek explained to Fridman that this question is meant it to be an exploration of who we

are, what inspires us, and what compels us to act. He also suggests the key to change is
consistency and the willingness to sustain effort. “People start to notice a difference in you,
and you start to notice a difference in yourself,” he says. “As the momentum builds, it gets
bigger and bigger.”

Such change is incremental, but tangible—carrying with it significant dividends. For

Fridman, it acted as a personal awakening. It also played a significant role in an
organizational change and cultural shift that revitalized Fridman’s Chicago-based digital
marketing agency, Mabbly.

Likewise, Lewin’s change theory emphasizes gradual but purposeful change—always

keeping in mind the benefit of change once fully implemented. The idea behind Lewin’s
Unfreeze step is that the more we know about a change and the more we feel it is urgent,
the more likely we are to become motivated to accept change. This gives us the momentum
needed to transform.

2.2 It’s relatively easy to implement

How successfully an organization manages change can vary tremendously. It often

depends on the nature of the business—along with the scope of change and the people
involved. Much of this is contingent on how well everyone understands the change process
from start to finish.

Given its relative simplicity and basic three-step approach, Lewin’s change theory is easy
to implement. The transition period between the Unfreeze and Change steps makes change
more palatable to new hires and seasoned employees—two groups whose shared
acceptance and understanding is critical when it comes to the success of your proposed
organizational change.

Lewin’s change theory framework also naturally lends itself to the process diagram
treatment.
Building a chart to visually outline your organization’s change process can help you gain
buy-in from employees and leadership. Lucidchart offers the ideal solution to map out the
as-is and to-be states of your organization—while helping you identify any roadblocks you
may encounter along the way.

Lucidchart allows you to verify the current processes with the employees and teams
directly involved. By analyzing your diagram, your organization can clearly identify and
address points of friction, waste, or weakness. You can also use layers to make adjustments
as needed.

Best of all, you can share your optimized processes with critical stakeholders from
anywhere at any time—helping you gain approval or feedback to expedite improvement
implementations. These documents can be used to keep employees updated and accelerate
new hiring training.

3. how to resist the impulse to adopt a defensive pose in a different environment?

If there was ever any doubt about the importance of a leader’s ability to navigate change,
uncertainty, and disruption, the emergence of the global pandemic in 2020 made this
necessity abundantly clear. And while we all hope to avoid future pandemics, one thing is
certain — we cannot avoid ever-increasing complexity.

In order to effectively lead others during increasing complexity, leaders must first learn to
lead themselves. Although each leader faces their own unique circumstances, we have
observed some strategies that accelerate your ability to continually learn, evolve, and
navigate progressively more complex challenges.

3.1 Resist Oversimplifications and Quick Conclusions

It’s tempting to oversimplify complex challenges, so that they seem less daunting. For
example, breaking a challenge into its respective components can help you to feel like you
have a greater command of the challenge at hand, but it can also narrow your view and
obscure critical interdependencies, leading to a false sense of security. Likewise, drawing
analogies from challenges that you’ve faced in the past, can be useful but it can also lead
you to miss the unique nuances of the present challenge.

Many high achievers have a bias for action and become quickly frustrated when facing
challenges that don’t present an evident solution and clear course of action. Instead of
caving to the desire for quick resolution, leaders must learn to balance their need for action
with a disciplined approach to understanding both the core problem and their own biases.
For example, hiring a DEI leader at an organization, by itself, is insufficient if more
systemic issues like outdated recruiting, promotion, development, and compensation
practices go unaddressed.

3.2 Don’t Go It Alone

Many of the leaders we work with report feeling isolated as they face the continuous
change and uncertainty in the challenges they face. Part of their sense of isolation comes
from an implicit belief that they need to solve all of the issues themselves. As the
complexity and volume of our workload increases, our natural tendency is to double down
on our focus and individual efforts. When facing relatively short-term challenges with
known solutions, this can be an effective strategy. However, when facing challenges where
the full scope of issues and interdependencies, let alone solutions, are unclear, it can be a
disaster. Instead, this is when it’s most important to cultivate the practice of intentionally
reaching out to your network and beyond for insight and perspective.

There is an inherent limit for each of us regarding what we can know and our ability to
have an objective perspective on any given situation. Yet, we can exponentially expand our
knowledge and perspective by cultivating and connecting with a network of peers and
colleagues — each with their own set of experiences and perspectives. As stated by one
CEO client, “When I’m trying to make sense of a complex issue, the first thing I do is
reach-out to people whose opinion I value and whose experience is in some ways different
from mine. I want to know “How are they are looking at the situation? What’s their point
of view? Who else should I talk to?” He went on to explain, “It’s not so much that I expect
them to have an answer, as I want to plug into their thinking and their sources.

4. Strategies That Your Company Can Do To Sustain In The Business Industry During
The Pandemic Covid-19 :

4.1 Prioritize health and wellness above all else

As COVID-19 spreads to an ever-growing segment of the global population, the top

priority of every organization in this time of crisis should be on protecting the health of its
talent, customers, vendors and other stakeholders. Countless organizations are
demonstrating their commitment to slowing the spread of the virus by closing facilities (or
parts of them), and deploying a remote working plan.

While sending employees to work in the self-contained bubbles of their homes keeps a
large segment of workers safe, what about employees who cannot do their jobs remotely?
Some organizations are quarantining mission-critical functional areas that must remain in
operation, cordoning off physical spaces where those employees can do their jobs without
coming into contact with other people. Some energy companies are even exploring the idea
of having power plant operators sleep in the plant to minimize exposure to germs.

Such measures may seem extreme and will surely be disbanded when social distancing is
no longer required, but one thing the pandemic has made it clear is just how important it is
to pay attention to “building health” issues such as ventilation, air filtration, cleaning and
facilities management preparedness. The desire to work in healthy buildings will not
dissipate any time soon.

4.2 Combat productivity/engagement pits with virtual cultural initiatives

In a new reality when even coffee shops and bars are closed down in many cities, working
from home with little in-person interaction for even a few days can feel isolating for some
people, which can diminish both productivity and engagement.

Organizations must make a proactive effort to combat these impacts, taking steps to ensure
employees still feel connected even if they aren’t in close proximity. Virtual coffee talks,
happy hours or book clubs, along with gaming and avatar-based socialization can go a long
way toward achieving that goal. They may not be a perfect substitute for the carefully
curated lounges, coffee bars and community events that a well-designed office experience
provides, but they can help maintain a sense of community until life returns to normal.

As you think about how to reinforce organizational culture, it is important to acknowledge

the variety of challenges employees will face during COVID-19 social distancing. A
single, extroverted employee working alone from a small apartment may be feeling deep
loneliness, while a working parent may be under intense pressure to care for small children
or manage home schooling in the midst of their workday. As such, their desire/ability to
participate in virtual cultural events may differ, but all employees can benefit from regular
phone or video calls with their direct teams about work-related matters and digital
collaboration tools that make it easier to work together.

Conclusion
It’s easy for anyone to lose hope in these tough times. However, one must understand that
this phase will pass very soon and life will be back on track. Meanwhile, you must sustain
your business with the help of all the methods mentioned above. Especially, if it’s a
delivery business then you can get last mile delivery software to make all your deliveries
faster, simpler, and accurate to your customer’s doorsteps. You must realize that if your
business gets through this phase then it will become stronger than ever post COVID-19.