Everyone from the Economic Adviser to the Lord of the Universe to my neighbourhood laundry-man’s grandmother is giving you plenty of prophecies and advice on how to deal with your business world post-COVID. All about changes, the new normal or the new abnormal, if you please.

And if you are trying to get your head around all that and more, I would say -- Cut through the clutter, here are the top three things that you should focus on, as you work to getting your business back to running mode.

1. GET A GRIP ON YOUR OPERATING CASH FLOWS

Not surprised that this figures on top of the list, you would say.

Figure out your inflows and outflows, not just for the next few days or weeks, but at least the next six months. Create possible scenarios – best to worst - and their cash flow impact. The sheer act of putting it down on paper helps create some action-plans in your mind.

Review every element of cash flow. Look to postpone some if you can – if anything to give you a chance to rethink the need for it. Speak to your supplier for any possible discount support (I’ll avoid saying “negotiate”, as it suggests some kind of tussle, which is an avoidable mind-set, at this juncture). They will appreciate transparency. As should your good customers.

Grab every opportunity for clocking revenue if it gives you better cash-flow even if you have to sacrifice margins. The priority is to get your business wheels moving and re-build some traction. Profits can and will come later, once you stay the course.

2. ENHANCE THE CONNECT WITH YOUR VALUE-CHAIN

While you will readily think of connecting with your major customers, you need to touch base with all your key suppliers too. Be curious and empathetic about what they are facing and how they are faring right now. One business-partner without the other will disrupt the value-chain.

Get ideas on how they see things ahead of them, in the immediate period. The future of your business is well linked to all in the chain. You might even get some clues on any windows of opportunity.

And don’t miss your banker – he is not there just to facilitate your monetary transactions. He is a treasure-house of industry information. Much value lies here!

3. MANAGE YOUR HUMAN CAPITAL

The first instinct for most CEOs is to wield the hatchet on their employee numbers in an obvious attempt to save costs. Doing so would mean that you have already accepted that your business will surely nose-dive and worse, you don’t give yourself much chances of redeeming it. But surely you can’t give up so easily, what you assiduously built up over the years. So, don’t take hasty decisions and dismember your team. For that tough journey ahead, you need good hands. Some good hands; not many, though.

Value those who will hold your team and business together. Surround yourself (only) with those who are high on reliability, have excellent leadership skills and have the right attitude. Just skills and years of experience aren’t those you can bank on in these situations. Get your team to be right-quality; it will get right-sized perforce.

I would sum up by saying – Get your priorities right….while you hold your nerve and allow the situation to pan out. Soon enough, you can prepare to face all the new rules of business you’ve heard about and resolved to try and implement in your business. But, that would be stage-two, even that grandmother would agree.