passion for your business, its purpose, and its people
emotion during tough times. Leaders must openly demonstrate a
passion for their business, its purpose, and its people. When
leaders demonstrate a genuine passion for their people and the
contributions each one makes as an individuals, people feel more
valued, thus are willing to take more risks to perform—often raising
their level of performance because of the tough times.
Think more strategically
Beyond the big picture and visionary thinking, it is crucial for
leaders to also have the capacity to convey the process of fitting
all the pieces together to accomplish the desired results of their
new and visionary thinking. By first seeing what others may not
yet see and having the ability to convey the implementation process,
leaders then need to set aside their egos and let those more capable
of implementation perform their role.
learn, then lead
don’t necessarily have to be charismatic, but they must be compelling
in their ability to help others embrace the cultural values that
drive the organization’s success. That requires a strong ability
to be silent, to listen intently, and to provide the gift of feedback
that demonstrates that you have truly heard what others have said.
Listening at all levels of the organization fosters openness and
sharing and expands the opportunities to succeed.
Operate in a learning mode
the insights and knowledge of others, believing that you can learn
from everyone. Engage people purposefully at all levels, knowing
that the distance between the front line and senior leadership
is often so great that one small piece of information may have
tremendous impact. Your continual quest for learning will build
loyalty and respect and be a motivator for others to continue
what’s right and tell the truth
uncertain times, people need to know that a leader is making just
and right decisions. In the face of uncertainties, being honest,
direct, and truthful enables people to move forward with faith.
It gives them hope.
During times of uncertainty, the need for trust intensifies.
While trust begins with telling the truth, it intensifies when
consistency is maintained. Actions do speak louder than words
and your people will definitely be watching to see if you walk
your talk during difficult times.
genuine care for your people
you want your people to feel good about working for your company,
you must demonstrate that you feel good about your people. You
can’t fake caring. Engage in moments of small talk to convey your
genuine interest in people. Take time to be visible and sensitive
to their emotional needs. Remember, you mirror the emotion of
the organization during turbulent times, and your job as a leader
is to comfort the worries of those more fearful than you.
crucial times of decision, the best of the best admit they follow
gut instinct. During turbulent times, proper use of intuition
speeds the decision process at a time when quick decisions are
often needed the most. But, remember, intuition comes best to
a prepared mind.
Encourage your people to take risk
ultimate challenge for leaders is to balance the risk of absorbing
uncertainty with the capacity at which individuals can function
without suffering burnout or dysfunction. During turbulent times,
risk is required—almost mandatory. The leader’s role is to cushion
the risk by providing support and encouragement, and knowing and
drawing from your people’s best capabilities. When your people
have been willing to take risks, celebrate the success; acknowledge
it, and champion it.
Honor the importance
of uncertainty call for leaders to demonstrate a delicate mix
of sensitivity with a steely determination and drive, yet to clearly
let people know that they are valued and cared about above the
bottom line. That means encouraging people to take time to refresh