Tuesday, June 25, 2024

Derrick Hathaway Shares Strategies for Crisis Management as Sales Director at VEM Medicals

Leaders Perception Magazine is currently running an interview series called – Leadership in Times of Crisis
Today, we had the opportunity to interview Derrick Hathaway who is a Sales Directorat Vem Medicals.

In an exclusive interview, Derrick Hathaway, Sales Director at VEM Medicals, discusses his profound experience in the medical industry and his role in navigating a recent crisis. With a focus on communication, quick decision-making, and continuous improvement, Derrick provides valuable insights into effective crisis management for leaders.

Interviewee Name: Derrick Hathaway

Company: Vem Medicals

Derrick Hathaway’s favourite quote: One of my all time favorite quote is by Timber Hawkeye which says “You can’t calm the storm, so stop trying. What you can do is calm yourself. The storm will pass.” I look back at this quote whenever I find myself in a difficult situation. It always helps me relax myself and understand things better

The Interview

Thank you so much for joining us today! Tell us a little bit about yourself. What is your backstory?

Derrick Hathaway : I’m Derrick Hathaway, and I am honored to hold the position of Sales Director at VEM Medical (https://www.vem-medical.com/). With over a decade of experience in the medical industry, my journey has been defined by a deep commitment to improving healthcare outcomes. As a passionate advocate for innovative medical solutions, I have had the privilege of forging strong relationships with healthcare providers and institutions. These connections have not only facilitated the growth of VEM Medical but have also allowed us to make a meaningful impact on patient care. I am dedicated to driving our company’s mission forward, delivering cutting-edge medical technologies to those who need them most.

Could you please share a specific crisis situation you’ve faced as a leader and walk us through the strategies you employed to navigate through it successfully? What were the key decisions and actions you took, and what were the outcomes or lessons learned from that experience?

Derrick Hathaway : Yes, I would like to talk about a crisis that occurred a few months ago. Many of our client-related data were lost as a result of security data breaches that we had. Since I work in sales, I manage a large portion of our customer relationships, which was incredibly negative for our entire business. I had to guide us out of that crisis, so I used a number of crucial methods to get through it successfully. Communication and transparency were my top priorities since they foster confidence among team members and stakeholders and keep them updated on the situation and the actions being done to address it.
I then made quick, thought-out decisions. I acquired all relevant data, sought advice from professionals as needed, and took prompt action to resolve the pressing issues. I recognise the value of striking a balance between efficiency and precision while also taking the potential effects of each choice into account.
I took away from this experience the need to always monitor all organizational actions in order to prevent mistakes from occurring in the future.

From your observations, what common mistakes or pitfalls have you seen leaders fall into during a crisis?

Derrick Hathaway : Here are a few mistakes, I have noticed leaders making very often which makes them fall into a crisis situation:
Underestimating the seriousness of the situation: A crisis can be unanticipated and complex. Leaders may ignore important details and neglect to take the required measures if they undervalue the seriousness of the crisis or show an excessive amount of confidence in their abilities to handle it.
Micromanagement: In times of crisis, certain leaders may feel the urge to take charge and oversee every little thing. But doing so might discourage innovation, drag out the decision-making procedure, and make it more difficult for the team to react quickly. It’s important for leaders to achieve a balance between delegation and autonomy.
Neglecting self-care: During times of crisis, leaders may put others’ needs ahead of their own self-care. Burnout and impaired decision-making may result from this. Taking care of oneself is crucial for leaders to retain their own resilience and

Leaders Perception would like to thank Derrick Hathaway and Vem Medicals for the time dedicated to completing this interview and sharing their valuable insights with our readers!

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