Category: Counsellor Strategy

Counsellor Strategy To Guide A Company

The Board of Directors had seen its relevance increase in recent years. The complexity and interconnection of risks, competition at a global level, or the greater demands on the part of interest groups, society, and workers marked the agenda of a key body for companies. But the emergence of COVID-19 has represented a turning point: an unexpected risk, an unprecedented crisis, and an uncertain outcome that make the work of the counselors exceptionally complex.

The agenda has become marked by the need to make short-term decisions, with the aim of surviving here and now, but without stopping looking at the medium term. Move from the reaction to the new reality based on different scenarios, adapting the strategy as the crisis evolves. All of this with meetings that are now being held electronically, and that requires managing the information, the times, and the participation of all the directors.

Throughout the event, the keys that should guide the Council’s strategy to advance from a reaction phase were revealed, in which the priority is to ensure the health and well-being of people in the transition to the new reality, in which the objective becomes to take advantage of the opportunities and bet on growth.


Since the beginning of the crisis, people have been at the center of decision-making. The severity of the pandemic and the confinement measures meant that the Council’s decision-making was marked by guaranteeing the well-being of the company’s employees, from implementing teleworking in record time in all cases where possible, to monitoring and support during the crisis, with leadership as the most relevant value. Communication, especially appreciated when it comes from the chief executive, has been instrumental in this process.


Given the severity of the crisis, the second priority for companies, and as a consequence, it is closely followed by the Board, is liquidity. Maintaining the activity of the company and guaranteeing cash flow is especially complex in such a complex environment. The directors have been working based on possible scenarios, developing contingency plans appropriate to each of them.


Precisely, the COVID-19 pandemic has accelerated the digitization processes of companies, which have relied on new technologies to guarantee the continuity of their business. The changes that have occurred in aspects such as employee management, customer relations, or communication with shareholders and stakeholders will be part of the corporate day from now on.


In times of crisis, employee talent is a key asset for creating value. In recent years, companies are betting on diversifying this talent, and the Council has been one of the areas in which this effort has been most visible. Having directors of different profiles and origins allows “understanding the geopolitics of management, the social, political and cultural keys of each of each country, which the planet is interdependent, as the health crisis has shown.”…

Why We Are Better Giving Advice Than Making Decisions On Our Own

Our decision-making skills are often more brilliant when we address other people’s problems than our own. In fact, advising others is a pleasant task that is not affected by the doubts that attack us when the decision concerns us.


This is indicated by the results of a study in the journal Social Psychological & Personality Science with which it has been found that throughout the day, we suffer what is called “ decision fatigue,” a psychological phenomenon produced by the number of options we have to choose or discard during the day and that makes us more vulnerable to indecision.


Lead researchers from the Wisconsin School of Business asked 450 people to complete an online survey that asked them to make decisions about ten different areas and from different perspectives. The participants were divided into random groups in which some had to make the decision for themselves and others for third parties.


What was discovered was that this ” decision fatigue ” disappears when we try to solve another’s problem. As Evan Polman points out, one of the scientists signing the research, “it’s like there’s something fun and liberating about making someone else’s choice.”


The phenomenon of dissociation


From neuroscience, Professor CarmeTimoneda of the University of Girona connects the results of this study with the classic idea that “it is easier to distance ourselves from our emotional feeling when the decision is for someone else. In fact, a technique in psychotherapy called ” dissociation ” is well known.


The “dissociation” consists of trying to “visualize or remember any memory in an associated way, that is, as we lived it at the time. Or in a dissociated way, that is, as if we saw ourselves on a movie screen ”, explains Timoneda.


When we act as advisers to others, “we are usually acting dissociatively because we always contemplate their reality from the outside,” he explains.


And what happens in our brain is that “when we really get an idea of ​​the objective and subjective reality of the other, the prefrontal part of the brain starts to work fully, being able to calibrate pros and cons in the future,” he says.


The brain trap


However, the expert assures that it is very difficult to resort to this technique by oneself “because sometimes, instead of deciding the best option, the limbic system, the part of the brain that regulates emotions, pushes us to the option that most it relieves us at the moment.” But that is not really a decision making because there is no decision without evaluation and assessment of the effects and consequences in the short, medium, and long term that will have one option and not another ”.


Timoneda explains that when we correctly assess a situation, “the prefrontal areas of the brain are the ones that take the helm while the dorsolateral and medial areas are activated to assess the emotional” weight “that the decision implies for the person.”


The best advisor


The person who can be most helpful when making a decision does not necessarily have to be the one who loves us the most of the most empathic. According to the researchers, “someone who cares deeply about others may also suffer from counselingfatigue .”


In general, the best counselor will be ” someone who tends to doubt others, thinks highly of himself, and is impartial in the specific situation.” These types of personalities will put their opinion before the situation of the other, they will find it stimulating to be asked, and precisely that combination can lead them to get the advice right.