This being the case, crisis management is probably the biggest learning one has to undergo. How you handle a crisis is often the key to your survival and growth.

One of my favourite quotes on crisis and leadership is by John F Kennedy, where he said,”The Chinese use two brush strokes to write the word ‘crisis’. One brush stroke stands for danger; the other for opportunity. In a crisis, be aware of the danger-but recognize the opportunity.”

I have a few experiences of my own to share about handling a crisis. There are a few things I have constantly implemented in any crisis situation – different situations, same result – all the more reason why I feel compelled to share the same with you.

One of my closest and severest brushes with crisis was in the year 2000, immediately after the dotcom bust. I used to head institutional sales at a leading Asset Management company. We had just taken over another mutual fund company and had suddenly become the custodian of over 2,00,000 folios – almost double of what we managed before the take over!

It might seem amazing to you now, but this load of 2 lakh investors brought the entire machinery of our registrar and our customer service team to its knees. Why? Because almost all unit holders of the acquired company traded in unit certificates, unlike the account statements we use today. So, what did we have? A collective family of around 4,00,000 unit holders with incorrect data on their account statements, equity markets which had tanked and customer service teams which were completely alien to these pressures! The result was massive redemptions.

If this was not enough, there was serious bad press as well as competition, which started nipping at the heels taking complete advantage of the crisis. I remember a townhall meeting in the canteen at that time which was called after a spate of mass resignations – the mood was tense, morale was low and there was a sense of foreboding.It was almost as if we had all written the company off – I still get goose bumps when I think of that day…

There was however, a bunch of intrepid people, who decided that the best way out of this crisis was to fight it. Fortunately, I happened to belong to that group, which went on to form a crack team to fight this crisis.

Our first step was to “ASSESS” the situation objectively. We realized that the problem was serious at the retail level and if we kept pushing sales of equity funds, we would aggravate the situation further. We decided to focus more on institutional sales and sell fixed income – higher output in terms of results; more manageability in terms of customer service. Clear thinking gives clear solutions.

We moved into the second stage, which was to “FOCUS” – in this case on maintaining the AUM. We made groups of people in major cities whose main role was to cut themselves off from the day to day functioning and focus on the focus.

The third stage was to “COMMUNICATE”. This was the most difficult, yet the most important task. We communicated our expectation from each person clearly. And we communicated honestly with the external audience. We formed combined teams of sales and customer service and an honest response to customer queries as a key way to communicate the real situation was decided upon. Upholding the brand image was a huge responsibility – the sanctity of the brand could not be jeopardized through over commitment, particularly in a crisis like this. These teams were sent to the frontline desks and for the next few weeks, every sales and customer service person was fighting this battle, side by side.

Circa 2001 – 2003. The fund house went through possibly its worst phase, but started bouncing back strongly. A battle scarred management team came up with innovations and initiatives and with some very dynamic people leading the company, started clawing back market share. People who stayed back then have been the most sought after managers across the industry since.

As a leader, you have to have the ability to think objectively through a crisis when every other person is into hyper drive. In fact a crisis is a best opportunity to demonstrate your leadership skills, because the leader in such a situation can not only be a manager, but anyone who clarifies the steps to overcome the crisis. To do so, one must gather information, build a strategy and communicate clearly with others. Apart from the above, the following points could be distilled and reflected upon:

First, one must identify the problem. This is more important than it sounds; the means by which you define the problem will also determine the kinds of solutions that will be need to be worked upon.

Second, one must take steps to minimize and contain the damage. This usually requires a concentrated focus on internal customers and an effective use of Public Relations to reassure stakeholders, as well as other corrective strategies. Honest communication and transparency are critical for restoring the confidence of your internal and external stakeholders in you.

Third, one must set out a clear path to overcome the crisis and delegate responsibilities accordingly. One must ensure that all critical resources are being utilized to address the key issues.

The leader of the team or the company must show deep commitment, as well as give guidelines for overcoming the crisis. He should have strong, clear and crisp communication. A high level of transparency is required so that he is accessible even to the man at the lowest level in the company. This gives the entire company faith in its leader and avoids problems that can arise due to low morale, internal politics or similar issues.

One key thing I have learnt is being up to speed in terms of information, almost bordering on paranoia. The senior management should always be prepared with all the current information in order to weather a crisis successfully. To give a personal example, I have a daily conference call with my sales and customer service team members; I am always up-to-date on everything, from what is happening in the market to interesting competition moves.

I have been part of a few crises situations after that – whether it is part of turning around a company or as part of a start up – I have realized that what can bring you to the tipping point either way is how your managers and leaders handle the crisis while it is unfolding. These tumultuous times give us situations when leadership is the call of the day, and form the crucible where real leaders are born.

As a corollary, real leaders are born only when they face the reality checks of handling a crisis.

Disclaimer: All views expressed in this blog are my personal and in no way express or implied, of that of the company I work with, or have worked with in the past.

In India, it’s the institutional investors who dominate AUMs, particularly in the fixed income space. Apathy in fixed income products when there are enough guaranteed return products around, inadequately compensated retail distribution channels and a drive to chase large tickets in fixed income to buttress their AUM are some of the prime reasons for indifferent retail patronage.

Improving retail penetration requires fund houses to expend significant efforts and costs, while access to institutions ready with funds is relatively easy in terms of the effort reward relationship.

Why is this so? Here, size does matter. Let’s take an example. If there is a liquid fund of 1,000 crores with 100 investors vis-à-vis 750 crores with 1,500 investors, guess which get’s noticed up by distributors and the media alike?

The 1,000 crore fund. Hence, the rush for ramping up size and it’s consequences thereof.

This skewed distribution is a cause of concern because massive redemptions by institutional investors in times of crisis or otherwise influence the decisions of the fund and are likely to negatively impact the interests of small investors. Since institutions help swell the AUM, fund houses find little merit in aggressively pursuing the retail investor. But this means that the retail investor is missing out on a beneficial investment product. Also, as most corporate investments flow into debt schemes, and the flow is easy, there are few incentives for product innovations.

I have always maintained that there has to be an equal focus on number of investors. The right way to assess an AMC’s schemes is the weighted average result of AUM and number of investors.

Apparently, SEBI is in sync with the same. There have been recent reports about SEBI relooking the ‘20-25’ rule ie a rule which requires a scheme to have a minimum of 20 investors, with a single investor not owning more than 25% of assets. It has often been observed that this rule is usually not followed in spirit with a few dominant investors ruling the roost, specially in a scheme like an FMP.

To put a check on this practice SEBI is planning to increase the minimum numbers of investors required in a mutual fund scheme and bring down the maximum holding by a single investor from the current level of 25.

Mandatorily ask AMCs to disclose their unitholder status per fund and then let the investors decide whether they would still like to invest or not.

While this is welcome, I think the better route would be to require fund houses to disclose the details of their AUM composition at the end of every month. Apart from disclosing the total AUMs (that is the way it is currently done), mutual funds may have to specify the pattern of investor holding among other things. Many retail investors choose a scheme based on its AUM – their perception is larger the AUM, the better is the scheme. But these are not necessarily correlated; also the AUM figure by itself does not give the investor an idea of a scheme’s client base.

I would like to believe that once there is more transparency on this count, the impetus will be on fund houses to get more and more new investors. As I have mentioned elsewhere in this blog, retail penetration is the core necessity around which there will be many more inventions in the AMC space.

Disclaimer: All views expressed in this blog are my personal and in no way express or implied, of that of the company I work with, or have worked with in the past.