Guest
post from Lloyd “Skip“ Amstrup:
Imagine you are sitting in your office when your assistantrushes in to tell you that your security system has been breached. Sensitive
customer information has been compromised. You get a chill down your spine, as
you struggle to maintain your composer. Your assistant dreaded having to make
this announcement, fully expecting a highly charged emotional outburst. She
anxiously awaits your response.
This incident will test your true leadership ability to
remain calm, rational, and to demonstrate your ability to take charge under
pressure. You could start the “blame game” by immediately finding fault with
your security software or your IT team. You could hurriedly create a “damage
control plan” to minimize the problem. You could simply pull out the bottle of
whiskey you have in your bottom drawer and take a few shots.
needed relevant information by gathering his or her key advisors to review the
situation. He or she would immediately contact his or her superiors to let them
know about the situation, while letting them know that his or her team was
working to identify the scope of the issue, followed by the formulation of the
needed corrective action. The leader would give his superiors a specific time
he or she would report back.
As the details are ascertained, the team should determine
their course of action, keeping the impact to their customers as their prime
focus. They will need to make a timely announcement to their customers
identifying what happened, what the impact is to the individual customers, what
will be done to correct the situation and by creating a communication channel
to field customer questions and concerns. A customer-focused approach will go a
long way toward maintaining the integrity of the company, which will now be
subject to intense scrutiny.
excuse making with full disclosure and offering an effective plan for recovery.
They show empathy for those who may have been harmed. They act with a
“compassionate leadership” style.
The distrust of the general populace of community,
business, and political leaders stems from a steady stream of talking points,
spinning narratives, and denials that have replaced accountability,
truthfulness and transparency. People simply don’t trust many of our
traditional leaders. Even the most eager leader will struggle in this negative
environment.
“innovative change agents”, they must develop and sustain a strong bond with
those they lead exemplified by a consistent display of integrity. What everyone
wants from a leader is the ability to “fess up” when he or she makes a mistake.
They then want the person who “Fouled up” to fix the damage done rather than
making excuses or pushing the fix onto someone else.
After the damage has been fixed, the leader must learn from
the mistakes made. This will prevent similar mistakes in the future. This
learning process is the difference between average and great leaders. Great
leaders spend time in meaningful reflection before taking on the next
challenge.
Excellent leaders rise to every occasion replacing chaos
with a sense of calm resolve.
“Skip” Amstrup earned a bachelor’s degree in political
science from San Jose State University. He taught high school students for
eight years and worked in the insurance industry for 32 years, retiring as a
field executive for State Farm. He was born in San Francisco and grew up in
Columbus, Ohio. He is the author of “Found
Treasure Gems of Great Leadership and Personal Skills”, designed to help
readers build their leadership skills, learn to make informed choices and shape
their personal brand. He shares his “Five F’s to a Successful Life” and helps
individuals define his or her personal aspirations. The subjects include faith,
failure, family, fear, feelings, focus, flexibility, forgiveness, freedom,
fruitfulness, friendship, future, funniness, framework and fundamentals. His
approach helps readers define and meet their leadership goals in their personal
and professional lives.
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