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If you accept on the day prior to embarking on your entrepreneurial journey that you will be facing a range of crisis along the journey, tiding over which would lead you to success, you would be creating a healthy foundation for an effective response to any future crisis.
The principal facilitator of good change communication is the ability of the team behind it to understand how people (employees, partners, clients, consumers) perceive and respond to change. Our collective experiences over the years tell us that most people are reluctant for change because they see change as a force that disrupts their cosy corner of the world.
Internal communications ought to facilitate decision making at the top via quality ‘floor feedback’ and encourage employee participation and output via clear and compassionate responsibility delegation – leading to overall benefit of the organization, the management and the employees.
We understand how an unwell, unfit or under-blessed person can find daily living a taxing exercise. And they form the 'immediate and emergency recipients' of our proposed universe of solutions. But that is an obvious response, isn't it? The real idea of care is to reach up to a person who might not look to be needing acute care.
No, we couldn't have waited to 'validate the idea' from the perspective of finding out the profitability prospects of the idea. No, we can't be worried about that enough to abandon the pursuit in the event of unfavourable business advice.
Even as we continue with, what often feels like an almost insurmountable mountain, there are always voices of encouragement that work as a massive shot in the arm. Every founder of a startup will tell you that every minute shot of that nature is worth its weight in gold.
‘Friend’ is a rather strong word, but I believe Sabeen Mahmud and I considered each other almost that – despite not being in touch lately. We had first got talking in 2006 due to our common links then with The Indus Entrepreneurs (TiE).