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The late Eric Hoffer, an American moral and social philosopher, once made this profound statement: "In times of change, learners inherit the earth, while the learned find themselves beautifully equipped to deal with a world that no longer exists."
By now, everyone has been supersaturated with COVID-19-related articles, topics and news reports. Amid the profound realities of life and death, job loss and job gains, stimulus packages and unemployment, business as we once knew it remains in flux while facing imminent change for the future.
In a critical time like this, there is a crucial awareness of significant value to the industry, one that company owners and key leadership of manufacturing, packaging, logistics and own label distribution (i.e. the supply chain overall) need to have. That crucial awareness is the very thing Hoffer eluded to in his provocatively prophetic statement: Dont get left behind in a crisis by a failure to learn.
Company owners who are the key leaders and decision makers are now undoubtedly focused on ensuring operations are at optimum to meet current consumer market demands. However, are they taking time to pause and consider "the history of the future" of their companies? In essence, should the company goals remain the same given present circumstances, or do they need to shift focus and grow differently while still operating?
Non-essential businesses not in operation are likely scrambling to rethink, regroup and even rebrand for their future during this time of quarantine. Are you strategically positioning yourself to be able to secure and grow the bottom line you’re achieving now, or will things post-COVID-19 remain "business as usual" for you while "business unusual" becomes the new norm?
Claire Morton Reynolds, senior industry analyst for New Hope Networks Nutrition Business Journal (NBJ), explained the tremendous 36% spike in consumer purchases of immunity supplements as an obvious consequence of the present pandemic. The NBJ report she referenced highlights the notable and likely increase of consumer use projected for the next three months, inclusive of continued use by consumers who have never taken supplements before, but who intend to continue using them. This will inevitably change the future financial landscape for the industry.
As such, company leaders must remain acutely aware and watchful; they must shift their focus to the potential of new forms of delivering information, maintaining contract relationships and establishing new ones in an effort to remain sustainable. We see this already happening with the tsunami of global online platforms of communication, a default consequence of stay-at-home orders and "social distancing" affecting all.
Confinement to homes and home offices across the nation and globe is breeding innovation, creativity and "new norms" through various media arenas. People are learning, growing and adapting, which leads to building new competitive market strategies that will transform industries. Leading through this pandemic crisis is crucial to a companys continuity but leading toward the future is equally as important.
To accomplish this, company owners along with their key leaders need to examine all thats happening and be able to ask questions that will provide answers to ensure they dont get left behind after the pandemic. Good leaders know how to ask great questions. In so doing, present questions for your employees, customers and suppliers. Asking the right questions usually yields good answers, and there is countless value in this. Any of these groups of people may have ideas that can bring growth or the right "shift" for the future. Although being able to be in full operation is an advantage on many levels, you dont want to get "stuck" from having been "essential."
Make time to re-examine your companys history of growth and determine if your leadership delivery needs to be transformed so your company is not "left behind." Leaders who are learners in a time of change focus on gathering and harnessing impactful information in order to lead effectively beyond crisis to the future. This not only secures sustainable growth of your bottom line but will add tremendous support and outstanding value to your teams.
Whatever your role is as a key leader, do it with an intentional desire to deliver your leadership value in such a manner that you create a company culture that will exemplify your resilience and readiness for the future and any "new normal" the world evolves to.
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