ADVANCED LEADERSHIP IN TRYING BUSINESS TIMES
- August 16, 2020
- Posted by: mealone
- Category: Leadership
If there is one thing that is sure about business it’s the inconsistent dynamics of business. However great leaders can navigate turbulent business climates just as well as they can sail a calm sea of activity. And most often they use those frenetic circumstances to capitalize and strip away competition. Obviously, some of the successes that come from chaos are pure luck, but once you dig in to the stories you find out there were intentional key decisions that launched the team to exponential success.
Furthermore success or failure during times of peril depends on your ability to get your team moving with strength and confidence. This article carefully highlights 8 vivid pointers where strength, focus and resolve will help you avoid the temptations that lead to failure in difficult times.
1. Urge to spread your sense of urgency and panic.
When the state of panic sets in, a reactive leader will ramp up the energy and stress. And some problems do need to be solved IMMEDIATELY. However, if the boss is frantic and emotional, everyone else will be too, and efficiency will diminish.
How great leaders react: they learn to break the news calmly, while making the seriousness of the situation clear. And also take a breath and carefully assess the situation so you can work with the team to clearly set the appropriate priorities. After which you can be effective and efficient internally as you deal with the outer chaos.
2. Pointing accusing fingers
Also when something goes awry, people naturally start to ask, “Who did this? Whose fault is it?” however it is good to know the root of the problem, but this often descends into counterproductive finger pointing. And while everyone is focused on avoiding the burden of guilt, the situation may be going from bad to worse. And a leader who allows or participates in the blame game ends up with a diminished team full of distrust.
How great leaders react: they help the team focus on moving forward. Ask the right questions like “What do we need to do to recover quickly?” and then they get the team working together to make those things happen. And a team will be more successful by creating heroes who inspire others to step up.
3. Controlling your emotions
Normally it may feel better to yell or bawl someone out when you’re angry or tense however note that it provides a momentary sense of release. And this does more harm than good in the long run. Also your people become resentful or fearful and less likely to give you their best efforts, or bring you news that might trigger a tantrum.
How great leaders react: identify when your emotions flare, give yourself a moment to let your rational brain step in. Also excuse yourself for a moment if you have to, or just take a few deep breaths and find productive ways to channel the negative energy into positive results.
4. Eradicating assumptions
Firstly in moments of small vexation or serious crisis, people often scramble to identify a cause, sometimes allowing existing assumptions to drive conclusions rather than facts. However do you actually know the reason the reports are not in the box? And are you sure the marketing people missed the deadline? And is IT really being lazy? Finally if you have existing concerns or criticisms, it is especially easy to jump to conclusions that may or may not be accurate.
How great leaders react: To begin with ask more questions that frame the big picture. And calm, value neutral questions allow you and others to diagnose what’s truly going on. However sometimes they know what caused a breakdown, sometimes they don’t, especially when there are a lot of moving parts in a lot of departments. And often a small issue that seems to be a choke point is only symptomatic of systemic issues that are largely hidden. Also careful analysis with the team may surface core issues that can lead to exponential efficiencies.
5. Public Criticism
Most times we all need to let of steam or grumble a bit when someone frustrates or lets us down. And doing that in front of the rest of the team spreads dissatisfaction and mistrust.
How great leaders react: If you really need to caution and correct, do so privately, in a journal or with someone unrelated to the office. And when you’re feeling calmer, approach the employee directly and politely but firmly share the truth about how they have fallen short.