I know this is a long overdue post. After all, this blog is supposed to be all about leadership and leadership development, and while there have been hundreds of articles written about how to lead during these challenging economic times, I’ve yet to add my own two cents.
I guess there are two reasons why I haven’t up until now. I’ve stubbornly been hanging on to the notion that the principles of great leadership shouldn’t change based on economic swings. During the last bull market, how many articles did you read that gave advice on how to lead during prosperous times?
Well, if that’s how I’ve felt, than I need to say it. There’s no silver bullets, no magic pills. The competencies required for great leadership haven’t changed much since Attila led the Huns over the Alps. Business strategies change; processes change; markets change; technology changes; but the fundamental elements of leadership don’t.
Second, everyone else was doing it, so I didn’t see the need too. It seemed unoriginal and uninspiring.
So why now? Well, for one thing, the leaders I serve keep asking for it. They’re working their tails off, are struggling, and are looking for some help. So I need to let go of my stubbornness and throw a lifeline.
I thought I could address the need by just forwarding articles and resources, like this recent article and white paper by DDI, this one by G.L. Hoffman, and countless others. There’s certainly some good stuff out there.
However, I’ve found it helps me to write about it in order to understand it and internalize it myself. That’s been one of the nice personal side effects of blogging about leadership; it’s been good for my own development as a leader.
So with pen to legal pad, here are the 10 tips I came up with for leading in challenging times. I’m sure they are no better or worse than the rest, but they resonate for me, and I sincerely hope they will for you too.
1. Work hard and perform. Wow, isn’t that profound? I’m serious, though. As leaders, these are times that require sacrifice, hard work, and perseverance. This is how battles are won and great companies get turned around. It’s the collective hard work from each and every one of us, especially our leaders. No one’s going to put in the extra effort if they see their leaders coasting.
2. Radiate confidence and optimism. Another well known blogger said that if a CEO did this, it showed he was clueless. I strongly disagree. Our people need to see that their leaders are not afraid, that we believe in our organization, and that we are committed to success. In recent SmartBreif reader poll, most business leaders said the media’s focus on the negative is hurting businesses. I think it’s true for leaders too – fear and pessimism will make your situation worse.
3. On the other hand… that doesn’t mean we hide the truth and sugar coat bad news. We can do both. Let people know exactly what the situation is and what needs to be done. Ask for their help. Yes, they can “handle the truth”, and once they get over it, will want to pitch in and be willing to sacrifice in the short term for the greater good.
4. Enlist your team’s help. Give them a sense of control, something to do to help make a difference, even if it’s just a small difference. In a crisis, leaders make sure everyone is focused and engaged.
5. Don’t bad mouth your manager, your company, or your co-workers. Don’t point fingers, make excuses, or look for pity or a bailout. Focus on what you and your team can do, and offer to help your manager and co-workers.
6. Don’t take advantage of low turnover and a tight job market to screw your employees, just because you CAN. Again, this is counter to some advice I’ve been reading, and it seems freezing 401K contributions is becoming the latest cost-cutting fad. Screw your employees now, and they will screw you back the first chance they get.
7. Tough times are an opportunity to drive change and innovation. No one wants to listen to your radical ideas during good times – there’s no reason to change. Just be smart about it. I’m not talking about panic-driven change, rather well though out process improvements and innovation. It’s a great opportunity to ask “what if…”, and “why not?”
8. Now’s the time to collaborate across functions. Big problems require big, enterprise-wide solutions, so tear down the walls and start working across boundaries. Think task forces, committees, action learning, and Kaizen workshops. Even sworn enemies should be able to band together to fight off an invasion of a common foe.
9. Communicate, communicate, and communicate some more. I’ve already written about it.
10. It’s a leadership development opportunity - really. As leaders, we all need to learn how to lead during tough times, and how to turn around a struggling organization. It’s a required course in your leadership curriculum. Ask yourself; ten years from now, what would I have liked to learn from all this? And more importantly, how would you like this chapter to read when your leadership biography is written?
By the way, do you recognize the scene in the picture? It’s Reverend Frank Scott, from the 1972 disaster movie, The Poseidon Adventure, leading passengers to safety against all odds. I thought of him as I was coming up with my list. And Chesley Sullenberger.
Hang in there; stand tall; and LEAD.
I guess there are two reasons why I haven’t up until now. I’ve stubbornly been hanging on to the notion that the principles of great leadership shouldn’t change based on economic swings. During the last bull market, how many articles did you read that gave advice on how to lead during prosperous times?
Well, if that’s how I’ve felt, than I need to say it. There’s no silver bullets, no magic pills. The competencies required for great leadership haven’t changed much since Attila led the Huns over the Alps. Business strategies change; processes change; markets change; technology changes; but the fundamental elements of leadership don’t.
Second, everyone else was doing it, so I didn’t see the need too. It seemed unoriginal and uninspiring.
So why now? Well, for one thing, the leaders I serve keep asking for it. They’re working their tails off, are struggling, and are looking for some help. So I need to let go of my stubbornness and throw a lifeline.
I thought I could address the need by just forwarding articles and resources, like this recent article and white paper by DDI, this one by G.L. Hoffman, and countless others. There’s certainly some good stuff out there.
However, I’ve found it helps me to write about it in order to understand it and internalize it myself. That’s been one of the nice personal side effects of blogging about leadership; it’s been good for my own development as a leader.
So with pen to legal pad, here are the 10 tips I came up with for leading in challenging times. I’m sure they are no better or worse than the rest, but they resonate for me, and I sincerely hope they will for you too.
1. Work hard and perform. Wow, isn’t that profound? I’m serious, though. As leaders, these are times that require sacrifice, hard work, and perseverance. This is how battles are won and great companies get turned around. It’s the collective hard work from each and every one of us, especially our leaders. No one’s going to put in the extra effort if they see their leaders coasting.
2. Radiate confidence and optimism. Another well known blogger said that if a CEO did this, it showed he was clueless. I strongly disagree. Our people need to see that their leaders are not afraid, that we believe in our organization, and that we are committed to success. In recent SmartBreif reader poll, most business leaders said the media’s focus on the negative is hurting businesses. I think it’s true for leaders too – fear and pessimism will make your situation worse.
3. On the other hand… that doesn’t mean we hide the truth and sugar coat bad news. We can do both. Let people know exactly what the situation is and what needs to be done. Ask for their help. Yes, they can “handle the truth”, and once they get over it, will want to pitch in and be willing to sacrifice in the short term for the greater good.
4. Enlist your team’s help. Give them a sense of control, something to do to help make a difference, even if it’s just a small difference. In a crisis, leaders make sure everyone is focused and engaged.
5. Don’t bad mouth your manager, your company, or your co-workers. Don’t point fingers, make excuses, or look for pity or a bailout. Focus on what you and your team can do, and offer to help your manager and co-workers.
6. Don’t take advantage of low turnover and a tight job market to screw your employees, just because you CAN. Again, this is counter to some advice I’ve been reading, and it seems freezing 401K contributions is becoming the latest cost-cutting fad. Screw your employees now, and they will screw you back the first chance they get.
7. Tough times are an opportunity to drive change and innovation. No one wants to listen to your radical ideas during good times – there’s no reason to change. Just be smart about it. I’m not talking about panic-driven change, rather well though out process improvements and innovation. It’s a great opportunity to ask “what if…”, and “why not?”
8. Now’s the time to collaborate across functions. Big problems require big, enterprise-wide solutions, so tear down the walls and start working across boundaries. Think task forces, committees, action learning, and Kaizen workshops. Even sworn enemies should be able to band together to fight off an invasion of a common foe.
9. Communicate, communicate, and communicate some more. I’ve already written about it.
10. It’s a leadership development opportunity - really. As leaders, we all need to learn how to lead during tough times, and how to turn around a struggling organization. It’s a required course in your leadership curriculum. Ask yourself; ten years from now, what would I have liked to learn from all this? And more importantly, how would you like this chapter to read when your leadership biography is written?
By the way, do you recognize the scene in the picture? It’s Reverend Frank Scott, from the 1972 disaster movie, The Poseidon Adventure, leading passengers to safety against all odds. I thought of him as I was coming up with my list. And Chesley Sullenberger.
Hang in there; stand tall; and LEAD.
