Don Luis Minaya with us today, Don Luis, good morning, how you
will be. All right, all right, or meditate on it the other
day. I woke up last Tuesday' s spirit. I was awakened by
the spirit of Luis Minaya and spent the night listening to music from the great
composers and masters of music Wow. Well, that started with the winter of
what this man' s name is, Ivaldi' s winter. I think
that the four other livings yes, yes, yes, I started with that
That' s not very exasperating to be it relaxes us truth, Don Luis,
well, yes, well, it' s going through the different states.
Yeah, yeah, he' s got the person, but, well,
that' s important that I give you a psyche. I' m
trying to make it come. Take that to the brain, to the brain,
the production of rochi for the center. I mean, what do we
do doubles, what do we have today? Well, today we' re
going to deal with a different subject. New is called crises. There is
how to manage it and the crisis in the life of companies, the crisis
in the life of the entrepreneur, in the life of the leader. And
if it' s interesting and your listeners find it attractive, we can work
next week. What are called the most interesting existential crises. I believe that
never before as we are now more burdened by those crises, that is in
particular. Yeah, so, we' ll see about that next week.
Well, the concept of crisis as such is a concept proper to all living
organisms that are alive. It is worth the redundancy because every element, every
living organization, that has human beings, that evolves, that grows through time,
because the occurrence of crises is natural. But what do you mean when
we talk about crises, what are we talking about? Well, first of
all, we' re talking about situations, facts, realities that we live
in. What destabilises, creates, prevents fluidity, There is an unrest,
there is a conflict, there are disagreements about how things are being done and
that disagreement, those differences, those different situations, are putting into play.
It can be the profitability of the company, the customer service, it can
be interpersonal relationships, it can be the working climate. Always a crisis is
going to impact everything it has to do with it. Obviously, it is
with her then the different crises to the problems, because it is important to
know the difference between a crisis and a problem. A problem regularly is something
that you can solve for yourself that you realize, you know it very well
and you have to just make a decision and solve, while in crises it
is different. In the crisis you don' t necessarily know what to do
and that' s the crisis. You are living in a situation in your
company and have regularly made many actions, made decisions, brought out people,
entered people, stopped offering such services, introduced many rules and things are not
right. They don' t work well, things don' t go on
is what they used to be. So the crisis, obviously, can destabilize
the whole system and create, as I told you internal discomfort and can also
be reflected in customers. In fact, many customers tell employees what they deliver
the service to and what is happening at the company. And like there'
s something weird, there' s something different. As ante, you were
in one way, now you are from others. Now I try to communicate
and there' s no way to communicate. The situation is a little complicated
and another crisis is definitely a problem. Then we could differentiate or distinguish simply
for purposes of convenience from what we might call natural crises and crises that are
provoked, for example, in the human being. His first crisis, the
birth of the second crisis, is born, because he has to learn to
survive for himself. Then childhood, puberty, adolescence. Every time you go
from puberty to adolescence, there is a crisis when you go from adolescence to
young life, because there is always crisis. So those are natural crises that
are going to happen regardless of whether the individual wants it or not. The
difference is that if you prepare for the next level, for the next stage
of your life, then the crisis will handle it in a different way.
In companies, the crisis is when the company has to move from one stage
of its life to another. Most SMEs, when they are born, first
there is an idea in the head. Someone has an idea, a concept
that believes that that can work and puts it into practice in that first stage,
first one or two, three, four years depending on nature. The
owner of the company is the one who focuses on everything, who decides everything,
makes the big decisions, gets involved in everything and regularly cares much about
producing and selling all his efforts. All his energy puts him in that.
If it goes well, the business keeps growing, sales continue to increase,
but from good to good, things start to get complicated. He can'
t supply it anymore. There are already failures, there are situations, there
are offices that are doing us right. We have problems with suppliers who are
not being paid in time because the owner decided not to pay him and he
continues to make decisions centrally. But it' s already getting out of hand
because the company, the operations, the activities have grown. Then the entrepreneur
comes a time when he has no life, has to spend the whole day
in the company and has to make all the decisions. Then to that crisis,
to the one that can create discomfort that can. For example, there
are companies I don' t know if you know the phenomenon that died of
success. Oh yeah, I mean, he had so much demand, he
had so much success that he couldn' t attend to it satisfactorily. At
that time, the crisis, the first to be experienced by all companies,
was not prepared. Then that crisis and he must face it. Then there
are the crises of making decisions, the crisis of staying here, we move.
We have a problem with the delivery of the products because the machinery no
longer works. The leader there is already several people who have resigned. There
are people who disagree with that style and, above all, have now hired
a manager, a manager who is professional, but the owner does not let
him make decisions. He keeps making the big decisions. It tells you a
phrase that I don' t know if you, in your most stenched and
torial readings, got it out of the job biography, or it' s
your creation that you hire professionals for if you' re going to be sending
it. Yeah, if it' s this one and joub a ok.
Yeah, I mean, it' s a phrase I' ve stayed with
and I' ve internalized it. Yes, then, that phenomenon always happens
in SMEs, in the early stages, because the owner, indeed, he
dominates all operations and he knows everything. And if that were the case,
he' s a technician of that and he knows that part well, so
he hires a professional to run it. There' s no point in hiring
a marketing manager so you can be the one to tell him. I don
' t like that strategy. Or I don' t like that. That
doesn' t make any sense to me. Well, then why did you
hire him? So, that creates a lot of discomfort in the professional who
wants to do his tone work. Then there' s another part that another
author says good. If you' re going to hire to lead people,
then they hire non- professionals to do everything you tell them to do.
Then they' re going to do exactly what you say, because they'
re not professionals. They' re common sense people. What is the problem
of the crisis and here you have to pay attention to every crisis and obviously
here the main actor of these crises is the human being, Every crisis that
involves a human being, a person, if it is not dealt with in
a timely manner, she is going to break down and it is going to
get complicated and it is going to get worse and harder and harder to solve.
It' s even a crisis that, if there' s no one
to deal with, they can mess with the company, they can finish the
company. Here there are many examples of large companies that did not manage growth
at macro level me and being wanting to maintain their same structure, their same
technology, and in the end the market ends up taking it out, because
the market demands a series of conditions of speed, efficiency and if the company
is not prepared, because they will stop accepting it. So it' s
important that every crisis has to be addressed? No matter what nature it is,
you have to face it? What' s the complication of dealing with
it? Well, in the crisis, probably the same people who are living
it don' t realize that they produce it, that he provokes it.
Then the crisis. Contrary to the problem. The problem you have a debt.
You pay the debt and it' s over in the crisis. Look
at that freak, there' s something going on and you have no idea
why. Then the crisis causes the person to reflect, to analyze what is
happening, why it is happening, what has caused this situation, what we
have done that we are here. I always set the example of the one
who is lost, that is, the one who is lost in a city
we assume that he did not come from the air and fell where he is,
but came walking, that is, he chose a path, chose a
direction, chose a means of transport, chose whatever and whatever he chose.
He was wrong. But there are certainly times you get lost not all the
way, but when you got to a point, instead of continuing straight,
you doubled to the left. That' s where he got his fault.
So, in the crises we have to get into that introspection, we have
to look inward, towards the past, because we got to Kiko, what
we did, what was wrong. Then that reflection. Sometimes the owner of
the company, because he can not do it alone, because regularly everyone who
is in a crisis and already has more than three, four or five or
six months. I' m sure he' s doing a lot of things,
but none of them work. Then it makes the crisis worse in companies.
In the first majority of the crises that I have to work on,
it is when the company is already getting out of hand and you have to
create a structure look. Here you have to look for specialist people, wrong
an accountant, you have to look for an administrative assistant, you have to
distribute, you have to delegate, you have to let go. In fact,
to many entrepreneurs I always tell my job here with you that company card
to get you out so that you can already place your position. I'
d tell a family business, talk to the kids, and look at the
phenomenon. The company grows, develops and evolves, but the owners or the
manager does not grow. When it was the last time you attended management training,
profitability training, computer training, technology training. Then there are many companies
that grow the company. The company has a new software, new structure,
but those who run it have not grown at the same level as the company.
So my recommendation is if you are experiencing a crisis that comes back and
I repeat a crisis, it is a situation that alters, endangers, puts
at risk the stability of the company and you can create legal problems, it
can create economic problems, it can create problems of interpersonal relationships where people say
here you can' t work. I' d rather get out of here
because you can' t. There' s no way they' ll let
you work here, there' s no freedom for you to do. What
you know then the crises definitely, for example, must be faced with the
concept of crisis. For example, in Japan. They know what a crisis
is for the Japanese has two parts, one part that is dangerous and the
other that is opportunity. Then they prefer to assess and analyze the danger,
but prefer to take advantage of the opportunity. And, certainly, in every
crisis, in every crisis, what is there is a warning of prosperity.
Now, what' s the problem? If you, instead of taking advantage
of the opportunity, focus on the risk part, on the danger part,
it will go wrong. That' s why, in every crisis, you
have two options. Either it gets stronger, or it gets bigger and better,
or it' s going to get out of the game or it'
s going to stay static, as a businessman told me. I' m
here because I' m fine, I don' t have a problem with
profitability, but I feel like I' m not growing. I feel that
I am in the same place, I feel that I have the same sale,
that I have the same things, for example, for that person to
be able to get out of there they have to provoke a crisis, as
the Pope said that assumed the papacy, that he came to the Church,
to create noise, to create discomfort. Then, definitely, to grow,
to evolve, you have to go through crisis. Obviously it' s always
going to be like this. Well, regularly yes, but in a smarter
way. People who know the phases and know how to learn to adapt and
grow with modernity when, for example, the subject of artificial intelligence now arrives.
This is going to create crises For many people, the issue of e
- invoicing, the issues you talked about about about the fiscal issue, the
issue of industry, the role, the other one that has to do all
the reform that the state wants to do. Who' s gonna get hurt
by that. Well, those of you who aren' t ready and think
that' s a cyclone that' s not coming, look at artificial intelligence,
it' s coming. There' s the electronic billing, there'
s the big data. Then there are the companies that adapt, that grow
together over time, means to put a manager put it on. If the
time has come, you have to put it down then. These companies,
for example, in the country, the model companies of that are the financial
ones. Look at the banks, the whole financial company that they have money.
Those people go there because they were failing us, that is, they
wander there by the way, that is came this and it is what is
adapted now what the charts are using. Well, then, let' s
get him into that. So those companies that are flexible, they adapt,
they are not afraid, they invest and they spend on what they have to
spend, they manage better, they adapt better, they reduce the impact of
crises. So if your company has a crisis, listen to it. The
fact that you don' t pick up the phone from the bank when you
call doesn' t mean the debt is going away. The fact that you
say we will work on that subject later. That' s not gonna mean
anything. Crises are faced because there is also a negative phenomenon of human nature
we all get used to. Then there are companies that get used to the
light gone and you have to go out and find a mechanic because I light
the plant. So you kind of get used to living with those discomforts,
and that frustrates a lot and generates a working climate, which is that it
' s not healthy for anyone. So get ready to deal with the crisis.
Think and always ask yourself how we got here, because we didn'
t fall, because it' s heaven. That' s the way it
goes. It was said to fall there. Yeah, not something we did
that brought us. Crises are here. It is faced, a crisis that
is not addressed, breaks down alone and gets worse and becomes complicated in a
natural way. I thank Don Luis Minaya. Remember that Luis Minaya coms instead
on the web, where is all the information of Don Luis and his books,
audios and videos, besides that you can find it on Instagram as neither
nayas there of aba José or Don Luis has a long time that you do
not give a live, but I imagine that No Luis was generous now in
the summer with all the knowledge that accumulates and give some gift to you soon.
Yeah, I think so. It' s a half- year gesture.
Yeah, I think so. Well, we wish you that downpour.
Don' t do it the other day that you shuddered around to give a
talk and didn' t notice and got into a puddle with the light peron
touches me again in the same place. Okay, but I' m already
looking for a route to the ters I' m already warned, we'
re coming to the rhythm of the morning.