What can you do to protect yourself, your career and your business from the uncertainties that lie ahead? We asked two prominent business figures to pick one thing, above all others, that managers should do to prepare for the future.

As the new chief executive tasked with turning around the flailing fortunes of Logica, the British information technology and business services giant, Andy Green knows a thing or two about steering a company through difficult times.

Green took over the reins at Logica earlier this year, shortly after his predecessor Martin Read had been ousted by unhappy shareholders. He has spent his time rebranding the company and drawing up a new business model that already appears to be bearing fruit. Logica’s most recent interim results show that operating profit is up 16 per cent to £118 million.

Green believes that the best advice for any organisation facing an uncertain economic future is simply not to panic. “The most important thing for any organisation . . . facing a difficult economic future is to remain confident,” he says. “Obviously that is easier said than done, but there are many ways to create confidence in an organisation during difficult times.”

Geared up for gloom and doom

Managers are feeling insecure but optimistic that they can steer a path though the current malaise

BACKGROUND

• Look to the constants in a bumpy future

• Managing is easy when times are good

• Are you ready for the future?

• When it comes to the crunch

BACKGROUND

• Don’t panic and stay close to your clients

• Some sources of help and inspiration

• Be master of your own fate

• Communication is key

For instance, it is paramount to keep a close eye on the changing needs of customers. “It is crucial that you remain realistic with your clients and relevant to their needs,” Green says. “During a downturn you are likely to find that many of your clients’ circumstances will change. You need to be able to respond to that, otherwise you will find yourself having a lot of aborted conversations. So you need to follow how your clients and customers are responding to the downturn.” The other most important aspect of generating confidence within an organisation is simple housekeeping and organisation. “You need to make sure that you are doing the basic things right,” Green adds. “Keep an eye on your cashflow, keep costs down, do not spend more than you can afford. There is no great secret to it. It’s just a matter of good business practice.”

For individuals working within organisations and eager to ensure that the downturn does not damage their own career prospects, now may be a good time to start exercising a little self-promotion.

Drazen Jaksic, sales and marketing director at Assurant Solutions, the insurance company, says a downturn is no time for shrinking violets. “There is a tendency when things are hard to simply keep your head down,” he says. “I think that is a mistake. This is a time when you really need to stand out from the crowd, showing that you are committed and that you have the potential to add real value to your company or organisation.

“Obviously to do that you need to have a certain amount of talent and ability but you also need to make sure that talent is recognised.” The key to this, Jaksic says, is to form alliances, network voraciously and try to ensure that you are in the right place at the right time.

“Being a manager can be quite lonely at times and there is a danger that you can get isolated,” he says. “So in uncertain times it is important that you build your networks. You can do this by joining cross-business projects within your organisation, attending workshops and courses.

“Another thing that can be very useful is to find a mentor or career coach and to listen to feedback from your bosses, your peers and your customers. This can help you to identify areas where you need to develop your skillset.”

Finally, if you are in a position to cherry pick the projects you work on, now may be the time to do it.

“Within any organisation there are always certain projects that are seen as crucial,” Jaksic says. “You need to be able to align yourself with those projects so you are then associated with their success.”

Times Recommends

• Inspirational leadership
• How to get a new job
• The reluctant CEO