LEADING DIFFERENTLY IN TOUGH TIMES

Deal with the present and prepare for the future

Dealing with tough economic times and managing through a recession, as we are currently experiencing, requires a drastic change of attitude. It is not a time for a “heads in the sand” approach. It is not a time to carry on as we always or to do things as we have always done them.

The steps leaders take in managing and motivating others in tough times tend to last and endure. Similarly making wrong choices will have a lasting effect and will lead to mistrust and fear. Making the right choices - reinforcing values, getting the focus back on the company missionand focusing on core issues will bring about lasting results.

The way in which managers – more importantly, leaders - approach these issueswill determine success or failure. This is what will determine if a company will survive these difficult times.

It is nowleaders need too consider their personal feelings and develop self awareness in terms of how they do things and their personal approach to subordinates. This is a time for “innovative thinking” and a change in strategy. This is not a time for living in the past and doing things the way we have always done them.

Dr Peter Senge, co-author of –Presence: Human purpose and the field of the future says “as conditions in the world change dramatically, most businesses, governments and other large organisations continue to take the same kind of institutional actions they have always taken”. He goes on to say “this approach is determined by habitual ways of thinking and continuing to see the world within the categories we’re comfortable with”.

Companies are experiencing tough economic times andwill survive if leaders in these companies are proactive. They must start doing things differently. They must start managing and leading others in different ways.

In times such as we are currently experiencing there is a need for vision, passion, courage, discipline, and commitment. As managers we focus on the efficiency of systems and processes but as leaders, and particularly in tough times, we need to focus on people. This is a time to hone relationship skills and develop interaction with others.

All leaders, whether good or bad, need people and need to let them know this. It is in leading others effectively and in the developing of relationships that some leaders become great. Now is the time to inspire employees and to allow them to demonstrate their innovative abilities. Now is the time for leaders to be innovative. This is a time to share personal visions and cultivate passion in others. Now, more so than ever before, is a time for open and all inclusive communication. Now is the time to show courage, to swallow pride and ask for cooperation. Now is the time to ask for commitment and increased productivity.

Many subordinates have great ides and are capable of innovative thinking. The problem is - such innovative thinking is not allowed to develop and blossom. There is a tendency to manage as we have manages in the past. There is a tendency to treat employees as subordinates and to keep them subordinate. Those days are gone.

Such approaches may have been acceptable in the past but that is not the way of the future and is certainly not going to assist in difficult times such as we are currently experiencing. Now is the time for an “all inclusive” form of leadership.

Employees are aware of the difficult times we are experiencing. They too are experiencing tough times. They are worried about the possibility of job losses. They have been born tough and know how to withstand adversity. What they need is an empathetic leader. They want stability and above all theywant to experience a sense of hope, a sense of stability and above all a sense of worth. They want to be part of the solution and not the problem. Unfortunately in many instances they are not permitted to behave accordingly. They are held back, expected to do things as they have always been done and forbidden to express opinion or to contribute ideas.

Trust plays a major role. If employees trust the leader they will implement the policies and procedures without hesitation.They know a relationship with a leader has been built on trust and this relationship is the key to future success. For this reason it is important for leaders to demonstratecourage by sharing fears, sharing dreams, sharing confidence in the future and inspiring them with innovative leadership.

Tough times call for tough leaders. Employees take their lead from their leaders. Now is the time to focus, now is the time for hard choices. Now is the time to stop living in the past. Now is the time to act, to take action and respond to new challenges ahead.

Leaders need to establish again what their priorities are and realise that without people the business will not survive. Now is the time to call on employees to assist.

The development of, and cultivation of innovative thinking together with the development of one-on-one relationships with employees is key to the future. Now is the time to make each individual feel his or her contribution is appreciated and meaningful.

When leaders can get the majority agreeing to a strategic rescue plan they can go forward together and make things happen. This can only be achieved by open communication from the top to the bottom and by the top with the bottom. This can only happen if there is a feeling of trust and confidence in the leader and if the relationship between leader and follower is strong.

Leaders must realise it is the work-force who makes things happens. For this reason companies need to, now - more so than ever, start equipping their employees with the skills necessary to excel. Now is the time to take cognisance of the brain power available and to train these brains to think differently, to be innovative and creative and to develop each individual to his or her full potential.

“Now is a time to break free from the past, to break free from the ordinary and escape to a place you have never been before”Now is the time to develop relationships, to allow innovative thinking to develop and to manage the process. This is an opportunity to excel and an opportunity for demonstrating great leadership.

© Des Squire (Managing Member)

AMSI and ASSOCIATES cc

Cell 0828009057