Zooming in or perceiving the situation around us allows us to see reality in different manners. We can step back and look at the organization of which we are a part from a distance, our role, as well as the factors that affect the business. On the other hand, zooming in on what we observe allows us to be closer to the system in which we operate as well as to achieve a faster impact.

There is no recipe for when to use zoom in or out – or when to look at things clearly, zoomed in, and when not, that’s is more about feelings and experience in management.

I believe that you cannot be a successful manager if you only support one option – you either micromanage or you are immersed in strategy.

Covid 19 is the right time to keep your finger on the zoom in command, that is, to keep things and the entire work process under control. The crisis requires managers to be rational and reasonable and, most importantly, well-focused. It is of great importance to define the battle that we must win. What is really important for the functioning of the company at this moment?

For Teva, of which Actavis is a part, locally and globally, the answer is simple. It’s very important to ensure that all of our medications are continuously present on the shelves of pharmacies across the country. In times of problematic production and transport abroad, 200 million patients around the world use Teva’s medications and know that they can count on reliability and availability of therapy. The thing we “irrigate” as managers is growing. By paying attention and investing time – you send a strong message to employees about what’s important and what is less important during times of crisis.

Once we have defined the priority in our work, maybe it’s the right time to turn on the zoom out command, that is, to look sideview at the organization you lead as well as yourself as part of the organization. In such order of things, organization resembles a classical music orchestra. Well-defined processes where everything is planned and it’s known who is doing what. Are there any deviations from the budget? It is important to know the time when such organization should operate, but also when to stop.

What we need now is an improvisation, without trying to completely understand things. The role of an executive is to instill complete trust in the team he works with. Trust without hesitation. To call them and ask how they are doing. Basically it looks like this: Let’s indulge in sounds of jazz, someone from the team (employees) will take over the lead, and then another employee will take over the soloing…It’s important that everyone in the system does his job. There is no need to be scared whether the authority will be exceeded or if the processes will not be respected. There is no such thing with sincere mutual trust. That’s why the trust is so important. Crises come and go. With them comes economic decline and economic growth afterwards. You need to turn on the zoom out button again, see the bigger picture and think about the organization and the market after the crisis. It’s crucial to visualize the low start of all employees after the crisis along with nurturing quality and bringing in the essential love and energy when employees want it, when they need it and when the market demands it.