The collapse of Silicon Valley Bank (SVB) has highlighted the importance of leadership, relationships, and resilience in the startup world. To learn for this, CEOs and entrepreneurs need to build organizations that are resilient, adaptive, and sustainable, even in the face of adversity.
How can finance leaders avoid the fate suffered by Silicon Valley Bank? In other worlds, how can business leaders can create a culture of accountability, transparency and growth in an ever-changing business landscape to build organizations that are resilient, adaptive and sustainable amid adversity?
There are three ways according to hoping to Joe Hart, CEO of Dale Carnegie Training. Hart is the author of the book Take Command: Find Your Inner Strength, Build Enduring Relationships, and Live the Life You Want, co-authored by Michael Crom. He sets out his vision to Digital Journal.
Hart asserts that leaders must take command of their vision, their key relationships and their risk management, respectively.
Take Command of Your Vision
According to Hart: “This means developing a clear and compelling vision for your organization, and aligning your strategies, resources, and operations to achieve that vision. In the case of SVB, the bank’s leadership failed to recognize the risks inherent in its lending practices and investments, and as a result, the institution crumbled under the weight of bad debt and poor management. CEOs can learn from this by taking a proactive approach to risk management and by cultivating a culture of accountability and responsibility within their organizations. This means aligning their business strategies and operations with a clear and compelling vision that reflects their purpose, values, and aspirations.”
Take Command of Your Relationships
The second principle says Hart “means recognizing the importance of collaboration, communication, and trust in achieving success. In the case of SVB, the bank’s collapse was not just the result of poor internal management but also of external pressures from the wider financial ecosystem. CEOs can learn from this by cultivating strong relationships with partners, investors, customers, and other stakeholders, and by maintaining open lines of communication and transparency. This means building a strong network of allies and advocates who can provide support and guidance in times of need, and who can help to mitigate risks and amplify opportunities.”
Take Command of Your Risk Management
With the third principle Harts says this “means developing strategies to identify and mitigate potential threats and vulnerabilities, as well as cultivating a culture of accountability and responsibility within the organization. In the case of SVB, the bank’s leadership failed to adequately manage risk, which left the institution vulnerable to shocks and disruptions. CEOs can learn from this by taking a proactive approach to risk management, and by developing policies and procedures that promote transparency and accountability. This means conducting regular assessments of potential threats and vulnerabilities, empowering employees to speak up about concerns, and maintaining a strong sense of purpose and vision that can guide decision-making even in difficult times.
Putting the Principles into Practice
Pulling everything together, Hart explains that CEOs can start by: “Developing a clear and compelling vision for their organization, and aligning their strategies, resources, and operations to achieve that vision. They can also invest in building strong relationships with partners, investors, and other stakeholders, and by fostering a culture of open communication and transparency. Finally, they can take a proactive approach to risk management by conducting regular assessments of potential threats and vulnerabilities, developing strategies to mitigate risk, and ensuring that employees are held accountable for their actions.”
