Effective Leadership in Tough Times
Effective Leadership in Tough Times
Effective Leadership in Tough Times
Lately, we have all been inundated with countless webinars, seminars and articles on how to survive in these tough times.However, the basics of truly great leadership and management should be the same whether the economy is going well or is struggling.Yes, certain actions may need more immediate attention and focus as they become visible. Conversely, if you stick to the basics and continue to do the right things, you can flourish during tough times as well as good times.
There arecritical aspects for setting the stage to go exactly where you want to go regardless of what's going on.Tough economic conditions may mean that you'll need to reevaluate some of your destination points (where you are going) in light of changing conditions, but it does not mean you should abandon your focus on achieving those clearly defined goals and objectives.
Now is not the time for hysteria because during tough times, focus is critical for the success of both the individual leader and their organization. I often see clients begin to panic when they do not achieve anticipated revenue or margin goals.They begin fixating on missed opportunities, scattering attention and thus diluting their efforts to make any substantial progress.
As difficult as it is, leaders must stay focused.Adhering to agreed upon tactics will allow the overall strategy to be realized. Leaders and mangers must stay the course and align all their actions to make progress on it. This does not mean you ignore re-evaluating the conditions around you.Generally in business and more specifically during turbulent times, many situations will arise that you could not have imagined and issues pop up that you don't see coming.Life comes at us fast these days and often things are happening in this world of 'hyper-everything' that alter the landscapes beyond our wildest imaginations. Everything from technology to real estate is subject to these innovations.If you had taken a global surveysix months ago, it's likely the vast majority would never have suspected Lehman Brothers would declare bankruptcy or that AIG would get a multi-billion dollar bail out from the federal government.
I suggest that you take a little time to pause and incorporate these changes into your own strategies, refine your destination points and reevaluate your operations plan.I know that it may feel like you are slowing down when you desperately want to run- but taking the time to do it right will get you there faster and will get you to where you want to go efficiently.Remember the mantra -there is never time to do it right, but always time to do it over is not the one winners use!
As stretched as your schedule becomes, it's an important time to make sure you communicate these changes and the 'why' of any new goals and objectives.Slow down to do this or you will be astounded by how the energies become diffused and your employees work on what they believe is most critical whether it aligns to the organization's new objectives or not.Communication is key!
Keeping employees focused during tough times provides a lot more comfort than leaving everyone wondering:"Is leadership clued in to what is going on?Is the company responding quickly enough or will we be the next one to fall apart?Is my project still important? Am I still important?"The connections between the organization and employees can actually strengthen as you weather the tough times together as long as you are clear on what is happening, what is changing, what is staying the same and why.Feedback, both positive and constructive, is even more critical now as well.Employees need to know if they are doing the right things in the right way.Any voids that present themselves during turmoil, leaves employees the space to fill in the blanks with negative thoughts of their own.Leaders and mangers must provide as much feedback as they can. Otherwise, people will be forced to make up stories of demise and thus create self fulfilling failure.It is also vital to have your best workers engaged so that their energies are not spent looking elsewhere for future employment because they are unclear or uncertain how the organization is responding.
This focus on the basics is imperative for you to succeed. There are no magic wands or pills you can take. Spend the time and energy on the basics. You can thrive during both the good times and the difficult ones! And it's never too late to get started!
Consultant, Author, Speaker
Holly Green is the CEO of THE HUMAN FACTOR, Inc.http://www.thehumanfactor.biz She has over 20 years of executive level and operations experience in FORTUNE 100, entrepreneurial, and management consulting organizations.
Green's background stretches across strategic planning, organization design and development, and leadership assessment and development. She has been responsible for successfully designing and building critical infrastructures in several organizations and has worked as both an internal and external resource for multinational corporations including: The Coca-Cola Company, AT&T, Dell Computer, Bass Hotels & Resorts, Expedia, RealNetworks, Microsoft and Google. She was previously president of The Ken Blanchard Companies, a global consulting and training organization, and the biotech firm LumMed.
Her commitment to educating executives on how to be effective leaders and managers in today's changing world is evident with a proven track record of value-added delivery. As a sought-after speaker and consultant, she has received national recognition and in 2007 was honored as a dynamic business leader and role model receiving the Women Who Mean Business Award.
Holly conducts more than 50 workshops annually for Vistage, the world's largest CEO membership organization. She is also a frequent keynote speaker for numerous corporate and professional associations. Her book, More Than A Minute: How To Be An Effective Leader & Manager In Today's Changing Worldhttp://www.MoreThanaMinute.com lends voice to her corporate experience and goes beyond the theory of leading and managing by providing practical action oriented information..
Holly has a BA in behavioral sciences and Master of Science degree in organizational development from American University in Washington, D.C. She is currently on staff at Webster University where she teaches courses in the graduate program. Holly also teaches for the University of California San Diego, Rady School of Management in the executive education program.
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