This recession is novel, most managers have never experienced anything like it, and no one has the advantage to know how to deal with it. For example, in the United States, consumption has fallen faster than any recession since the Great Depression. In today's business world, no one has ever had to deal with this situation. Since the Standard & Poor's Index began to measure at 1956, the company cut dividends more in the fourth quarter of 2008 than in any other quarter. In Britain, the Bank of England lowered the interest rate to the lowest level since 365,438+065,438+0 years ago. China launched a $60 billion stimulus plan, which is a bold adventure of Keynesian economics and has never been seen since the founding of the People's Republic of China. Looking around the world, no one has experienced such a thing.

Since no one can know how to deal with it in advance, those who are now trying to understand what is happening in their industry and make bold and innovative responses to this unprecedented environment will have an advantage. Like what? Danny, a leisure chain restaurant, provided free breakfast for every American-more than 300 million people. As a result, one day in February 2009; Nearly 2 million people attended. The risk of doing so is obvious, but the manager thinks it is worth conveying the message that we feel your pain and the products we provide are very valuable even when you need to pay. The advantage of this behavior is that for at least a day or two, the whole country is talking about the company, and businessmen find it almost impossible to get any other attention.

This recession will test you and create unprecedented opportunities for leadership development. This crisis really provides not only an opportunity to prove leadership, but also a good opportunity to develop leadership-to build leadership beyond what you and others currently have in the organization. The scientific investigation of outstanding performance convincingly shows that all kinds of high abilities are cultivated, not naturally. The question of whether leaders are born or made has been solved: they are made. The key to developing leadership is to push yourself out-or be pushed out by others-as long as you exceed your current ability and force yourself to do things that you are not good at. Many companies are famous for their development leaders-Pepsi, Procter & Gamble, General Electric-and keep making managers jump ship. But this process is very slow, and only some people can be taken care of at any time.