Every crisis can offer an opportunity. The important thing is to have a proactive attitude, to act before situations arise. If we do not, the crisis will come, there will be reactions and we will run the risk of a catastrophe.
One of the things I learned was to seek experience. I often advocate the power of young people in management positions, but when you go through a crisis you understand that experience is not something you buy. When we face a crisis, the first impulse is often uncertainty or fear. Big, complex problems can paralyze us, and the solution is not always clear. But, in these moments, experience becomes a crucial ally. With each difficulty overcome, we accumulate tools, approaches, and most importantly, a broader perspective. I have learned that, when I look back and remember the times when a crisis challenged me, I discover that the solution is not only in theoretical knowledge or techniques, but in how we react, how we adapt, and how we use our past experiences. I have come to the conclusion that the decisions we make during crises depend not only on the information available, but also on how our past experience guides us. The way we have handled problems before allows us to make more informed decisions in the future.
There is no single answer to every problem, and not every solution will work in every situation. What really sets good problem-solvers apart is their ability to adapt. This is where experience comes into play. It’s not just about applying known solutions, but about adapting what we’ve learned to current circumstances. Flexibility is vital, and experience teaches us that nothing is set in stone. What worked in the past may not be the best option now, and that’s okay. The trick is to evolve over time, to adjust our strategies as we gain more knowledge and perspective.
Another thing I have been reflecting on is that if in times of crisis, we maintain a positive mindset regardless of our role, that is already a victory for everyone. And this mindset should be adopted by everyone as a team, but above all it is the leader who has to reflect confidence. And it is that during times of crisis, it is often easy to fall into pessimism and despair. However, I have discovered that maintaining a positive mindset is one of the most powerful keys to problem solving. Experience teaches us that, although difficulties are inevitable, our attitude towards them is what makes the difference. The belief that, in the end, there is always a solution drives us to move forward, to look for alternatives and not to give up. Hope and perseverance are essential, and experience teaches us that time can offer a new perspective.
One of my notes for problem solving is: clearly define the problem, then gather information such as facts and data, develop alternatives in team meetings, analyze those alternatives identifying the advantages, select the action or alternative, then implement the action with plans and execute like a champion… Oh, I forgot, evaluate the results of your actions like someone who tracks their order after buying online.
I also tend to think like Pareto suggests: “20% of the activities or factors involved can explain 80% of the results or problems; so 80% of the factors or activities explain 20% of the problem or result.” Let’s focus on the 20% with the greatest impact.
The hardest thing of all at the beginning, and I must say this from experience, is taking action. Even if you spend too much time planning, it is action that ultimately solves problems. And CEOs have the greatest burden of responsibility in a company because they are responsible for executing. We can solve the problem of a company, an organization or a country in a coffee chat, but from there to that happening there is a world of difference. CEOs have to have the ability to carry out what is planned, and in extreme cases make decisions so quickly that they can save a company in the short and long term. It is not an easy task from within because in the middle of a crisis we all feel paralyzed, but it is the price that every respectable CEO must pay.
I have seen bad CEOs who only give orders and do not offer value. Imagine that you are the captain of a ship that has a hole and is sinking, so instead of yelling at the mechanic to plug it, you immediately go down to help him… for the good of everyone. And every crisis leads to team unity. And sometimes it is necessary to make decisions due to urgency, even if they have not been thoroughly considered if the situation requires execution. Then, once the danger has passed, they may criticize you, but sometimes the lack of action means the sinking of the ship. That is why I end by mentioning that we will all solve problems, whether in a company or in our personal lives, and in each case, we need to be great leaders.
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