LEADERSHIP MAY/JUNE 2020
LEADING THROUGH A CRISIS
Like SMEs up and down the country, Nottingham-based automotive parts manufacturer,
Interflex, has felt the effects of the COVID-19 lockdown; however, a proactive approach
to leadership has stood the company in good stead for future recovery
BY JIM GRIFFIN, MANAGING DIRECTOR, INTERFLEX
UK manufacturing has had its fair share of
highs and lows during the 30-plus years
that I have worked in the sector. So, the
industry’s CEOs and MDs are probably
as well placed as any to deal with a crisis.
Certainly, my experience of recession
and difficult times has proven to be
a great training ground for
the challenges of the
COVID-19 crisis.
Of course, the
current situation is
unlike any other, but
there are lessons that
can be learned from the
2008 recession – and some
fundamental principles and
strategies that can help keep
businesses in profit as lockdown is
slowly eased.
Lead by example
Whatever your title, if you are the leader of a
team or company, you set the tone. Exude panic
or despair, and your staff will pick up on those
emotions and they will filter down throughout your
organisation. So, it’s crucial to remain calm and
make rational, practical decisions.
It’s also important to be truthful. It may not
be appropriate to share all the details, but clear,
honest communication with staff and customers is
critical at times of crisis. This strategy worked well
at my previous company during the 2008 recession.
Our cashflow was non-existent and as MD, I
explained that to the staff. However, they were
also told that we had a viable survival plan in place
and that although they were being laid off, this
was temporary. It was made clear that when they
30
Funtap / stock.adobe.com
returned
to work, employees
would have the
opportunity to make up the
wages they had lost through
overtime before any new staff
were hired.
In 2020 we have ensured
that we stay in touch with any
furloughed staff through regular
calls. This way we are able to
reinforce the message that the
company is still in business,
as well as checking in on their
general wellbeing.
Thinking long-term
It can be hard to thinktoo
far into the future during a
recession or when cashflow
is tight. However, while short
term survival may be the most
pressing goal, it’s important to
retain a long-term vision – and
to share that with your team.
That’s why, during the 2008
recession when many companies
were downsizing, at my previous
company I implemented an
ambitious programme of
investment and expansion.
We bought new equipment
which enabled us to bring many
processes in-house, as well as
opening new sites overseas. This
sent a message of optimism as
well as paying dividends as a
business strategy by enabling
us to operate more efficiently
and opening up new markets.
However, it does take courage
to borrow money and/or invest
at a time when the economy is
unpredictable, and it needs to be
done as part of a viable, reasoned
and well-costed strategy.
A fresh pair of eyes
One of the advantages of a crisis
is that it forces us to look at
www.manufacturingmanagement.co.uk
/stock.adobe.com
/www.manufacturingmanagement.co.uk