"Alone we can do so
little; together we can do so much."
~ Helen Keller |
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The past few years have
seen major and unprecedented crisis, uncertainty and change.
Leadership is especially critical at times like these. What can
leaders do when faced with turmoil, setbacks, and fast-paced change?
How can we help ourselves and others weather the storm? Perhaps
the following ideas will help*.
Change, setbacks and uncertainty scare a lot of people. When changes
or difficult times shake the organization, you need to hold steady.
Success comes from cool-headed thinking, clear focus and well-aimed
action. Adopt a very positive, can-do attitude concerning the challenges
you face. Behaviors are very contagious, both positive and negative.
If you can stay upbeat so will your people. Not once during the
two years that Sir Earnest Shackleton and his crew were marooned
in Antarctica did he ever express doubt that they would survive,
and they did.
Resistance to change is a dead-end street. Organizations want people
who adapt fast, not those who resist. Quickly align yourself and
your team with new organizational needs and realities. Take personal
responsibility for figuring out the top priorities, and then point
yourself in that direction.
Slow kills. Operate with a strong sense of urgency. Emphasize action.
Don't get bogged down in endless preparation trying to get things
perfect before you make a move. Get rid of bureaucratic practices
and "busy work" that bog down productivity.
Pinning down your job and those of your team during change can be
like trying to nail Jell-O to the wall. Create role clarity for
yourself and others. Prepare to feel your way along into the future.
Be willing to "wing it." Accept the fact that your work
life is going to be fuzzy around the edges.
Doing nothing is one of the popular ways people fight changes they
don't like. You decide to sit back until you get a new set of directions.
Don't do it. You must figure out for yourself what the organization
needs and move on it. Put yourself in charge of problem solving
and enlist the support of your team to come up with solutions the
organization needs. As the leader, don't feel you have to have all
the answers.
Rapid change calls for rapid response. Don't get bogged down in
over planning. In The Art of War, the ancient Chinese warlord
Sun Tzu wrote, "No battle plan survives contact with the enemy".
By that he meant it is nearly impossible to devise the perfect plan
for we cannot accurately predict all future events. Make a plan
and act on it but recognize it may change. Be prepared to improvise,
to feel your way along, to adapt to the events that unfold.
A lot of today's problems are actually caused by yesterday's solutions.
Using the same old tools, techniques and thinking patterns won't
cut it. Search for new solutions, look for shortcuts, and eliminate
unnecessary steps. Innovate to bust out of your old routines.
When change occurs people burn up precious energy on frustration
and angry feelings. They long for the "good old days"
or worry about the future. Help yourself and others let go of the
past. Buckle down. Channel your thoughts and efforts along productive
lines. Get busy instead of getting mad. Search for solutions.
In times of crisis, uncertainty or change, communication is key
to helping people adjust to the situation. Communication builds
trust. Tell people everything you know, both the good and the bad.
Tell them what you don't know as well. Say it again and again. Use
different ways and media to communicate the news.
No longer is there safety in the status quo. Become pioneers, explore
and go forward without guarantees. Use your imagination, try out
some wild ideas. Break out of old routines and do something different.
Don't Let Strengths Become Weaknesses
Put people under pressure and they usually turn to their strengths.
But what if conditions call for new moves? A rapidly changing world
requires new competencies. Develop yourself and your team in new
directions. Don't get locked in to a set of skills or an approach
that may be outdated.
Protecting what "is" often sabotages what "could
be." Do away with bureaucratic practices that get in the way.
Break with tradition when it becomes an obstacle. Butcher some sacred
cows. Check old beliefs against the new reality to see if they still
apply.
Fear of mistakes locks out learning. Failure, on the other hand,
is the master educator. Move outside your comfort zone to where
true learning occurs. Rapid innovation grows out of a high error
rate. Fail quickly, fail often. Recover, learn and grow from the
experience.
Change triggers our survival instincts. "Looking out for old
#1" takes priority over looking out for the organization or
the customer. However, we best defend our personal interest when
we rely on collective effort. An "everyone for themselves"
attitude splinters overall group effort without adding any individual
safety. Focus on strengthening the organization so it can better
serve. Do everything within your power to protect the customer.
Be willing to break with the past. Loyalty creates problems when
people pledge allegiance to a culture that no longer exists. You
need to show some insensitivity to the organization's history in
order to show proper respect for its future. Honor the past but
embrace the future. Aloyalty is not necessarily disloyalty. Aloyalty
is better than allegiance to outdated values, beliefs, and behaviors.
Opportunity often comes disguised as trouble. The way you think
– the way you frame the situation – heavily influences
your ability to deal with tough problems. Look beyond the bleakness
of the moment and envision a brighter tomorrow. Think in terms of
possibilities rather than limits.
Kids have a reputation for handling change a lot better than adults.
They readily bend, while grownups get set in their ways. Adults
get bogged down in routine and habit – kids insist on variety.
They love to learn. We need to approach the "new" the
way we did when we were young. With curiosity rather than worry.
Willing to fumble our way along in the process of finding out what
works best.
Expect that more is going to be expected of you. There's no room
now for those who only give half-hearted efforts. If you can't commit
rapidly when your organization changes you should probably quit.
Either buy in, or be on your way, that's best for both you and your
employer.
* We are indebted to the groundbreaking work of Price Pritchett,
William Bridges and the great leaders who serve as role models for
the concepts presented here.
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"Respect for the capability and contribution
of all team members" is one of the foundation elements of high
performing teams. Here's a great example of this element from the
world of sports. When Ray Berry coached the New England Patriots
he took pictures of all the ball boys who assisted the team. At
a team meeting he distributed the photos and told each player to
learn the boys' names. "The boys know who you are," Berry
told the team. "I want you to know them. Everybody's important."
Make a list of the "ball boys" in your organization —
those vital, but sometimes overlooked contributors to your team.
Make sure all of your "players" know these people —
and their value.
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The Leadership Challenge, Inc.
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Sisters, Oregon 97759
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