This is Leadership Tip 6 of 7 Leadership Tips for Managing Difficult Times.

Be a Sounding Board for Those Airing Grievances, but Re-Direct Their Negativity

A leader who is open, up front, available, accessible and communicative does incur some inherent risk. The honest and forthright leader may become a target for all sorts of negativity during difficult economic times. That should not come as a surprise, as most humans feel compelled to share both good news and bad news in equal measure. But the confident, assertive, and compassionate leader has an almost innate ability to redirect that negative concern into a productive response.

Active listening always includes careful consideration but also includes perceptive follow up questions. Any employee bringing a grievance surely has already considered a coping strategy. Invite the employee to share that strategy, evaluate its possible implementation, and if it is not viable, ask that same employee to develop an alternative. Encourage them to solicit input from others in their work group in order to develop consensus. Their efforts toward reaching consensus will illuminate the difficulties in making large groups happy, as well as create some group synergy that may feed the ultimate solution strategy. The passionate leader will have empowered others to directly impact their work group and will have given an important voice to a previously disenfranchised employee.

To listening,

Susan

This is Leadership Tip 5 of 7 Leadership Tips for Managing Difficult Times.

Stay Visible (Ostriches Not Welcome)

Some of the darkest times endured during modern history were the days and weeks and years that marked WWII. But Americans’ spirits were buoyed by the regular and frequent communication of then-President Franklin D. Roosevelt. These “fireside chats” as the radio broadcasts came to be called, provided the public with updates and information and they also took comfort from hearing this information straight from the most influential leader on the planet. When darkness prevails, a leader will emerge as the beacon of light.

Passionate leaders during economic depressions will also recognize the same kind of darkness and make themselves visible and available. They will be willing to field questions and to honestly answer anything – even if that means admitting they don’t know the answer. The fearlessness and confidence on display when business leaders are accessible becomes contagious and eventually permeates throughout the company. Regular and frequent communication from leaders will also fill a void that if left unattended, will ultimately be filled by rumor, gossip, and innuendo. An authoritative and confident voice can help lead companies through dark economic times by keeping the focus on staying afloat until prosperity returns. Passionate leaders are encouraged to borrow the mantra of FDR that “the only thing we have to fear is fear itself.”

Be fearless,

Susan

This is Leadership Tip 4 of 7 Leadership Tips for Managing Difficult Times.

Be Willing to Forego Your Popularity

Adulation is an intoxicating elixir. It is so empowering, that it often masks the symptoms of bad leadership and can make uncovering a problem almost impossible. But popularity should never be mistaken for success. Impassioned leaders almost always enjoy the admiration of those within their sphere of influence, but they never let popularity enter into decision-making. These leaders are willing to give up short-lived success for long-term gain, even if their own popularity suffers, because they recognize the fleeting nature of popularity vs. the sustainability of professional achievement. During an economic downturn, leaders are often tasked with making difficult and unpopular but necessary decisions in order to sustain the viability of a business entity. A modern, compassionate leader will make these decisions confidently and fully cognizant of the immediate impact on the organization. But that same passionate leader will never be guided by short-sighted principles of popularity rather than the strategic visionary plan necessary for sustained success.

Warm regards,

Susan

This is Leadership Tip 3 of 7 Leadership Tips for Managing Difficult Times.

Be Patient Without Sacrificing Your Will to Succeed

It is a natural human inclination to want to jump off of the perceived “sinking ship” in order to survive. As we see friends, colleagues, and departments leave or be forced out, often our own reaction is to flee as well. However, your patience in hard times may be rewarded with something even better once the storm blows over and prosperity returns. Ancient mariners caught in blustery weather on the open seas would often drop cargo to lighten their load and then trim the sails in order to maintain control of their vessel. Corporate downsizing is a similar type of survival technique. We mere mortals can’t hurry up a storm. The best we can do is batten down our hatches, prepare to weather the storm, and patiently wait for the sky to clear. The good news is that no storm lasts forever, just as no economic slowdown lasts forever. Those patient enough to ride out the economic storm with a cautious and conservative survival plan, will be recognized for their inspired leadership once the fiscal blue skies return.

Staying strong,

Susan

This is Leadership Tip 2 of 7 Leadership Tips for Managing Difficult Times.

Open Up! – Not Just Your Ears, but Your Heart and Your Mind as well

Most modern companies have found success by constantly tweaking their tried and true methods until they developed the most productive and efficient way to create their deliverable. However, in difficult economic times, companies are often required to become leaner without sacrificing quality. Typically, leaders have been promoted into their roles because of their ability to understand the requirements at that level and implement strategies to maintain the expected growth. During economic downturns, strategic management becomes a critical component for survival. While it is expected that passionate leaders will trust their instincts and judgment, it is also clear that those workers in the “trenches” may be the best untapped resource in any company.

Passionate leaders will always listen to their heart, but brilliant passionate leaders will appreciate what those who do the job every day have to say about streamlining and efficiency. It is widely recognized that active listening is a critical leadership skill, but it is not enough just to listen. Leaders who excel listen, assimilate, and learn – even when it means discarding the tried and true methodology for something radically different. Be brave enough to embrace ideas that come from the bottom up rather than just those from the top down.

To courageous leadership,

Susan

So times are difficult! Your energy level and your commitment maybe wavering between why should I bother and it won’t make a difference anyway. Let me offer 7 Leadership Tips for Managing Difficult Times.

Difficult times are when we can be noticed; when new opportunities can show up without us even asking for them; when we get challenged to step our leadership abilities to a new level. Over the next seven days, I will be presenting one tip a day to get you thinking.

Here is the first one:

Slow Down – but Never Lose Momentum…

Difficult economic times typically result in a tumultuous work environment. There may be belt-tightening that includes layoffs, outsourcing, and the demand for increased efficiency. All of these changes can combine to undermine the productivity of your workforce. Direct reports may begin to lose confidence in the leadership of the organization. Empowered leaders will immediately recognize a need to adapt their pace to the demands facing them. This may require you to put some projects and promotions on a back burner until the economic ship rights itself.

That being said, it is critical to maintain momentum in your department and in your career.

You may be required to jog instead of run, but you still need to keep moving forward, as do your direct reports. Your grand successes may be achieved later rather than sooner, but passionate leaders never forget or sacrifice the ultimate goal. Be forthcoming with your direct reports. They will reward your trust with continued productivity at a pace that best reflects the changing times.

All the best,

Susan

Let’s examine our own decision making in the workplace. We are faced with multiple challenges everyday that require judgment, wisdom, and fairness. Nothing is ever simple and easy, and almost nothing is ever exactly as it seems. So often, the heart of the issue is only partially visible as if we are viewing through a fog. Some of us may find ourselves vacillating, incapable of rendering a verdict that we are comfortable with. The passionate leader whose integrity is ingrained makes the decision based on the leadership values you have defined – simple principles of right and wrong. Sometimes the most complex issues can be sorted out simply by asking yourself: “What is the right thing to do here?” Once you answer that question in private, you can then begin to formulate your answer for public consumption and devise a working plan to facilitate that decision.

Personal and professional integrity can be thought of as the guardrails on the road of life. As long as you stay the course, operate between the guardrails, and can sleep well at night, you are most likely making most of your decisions with integrity. We do occasionally lose our way and get on the wrong track, but the single most important thing to do if you get lost, is to retrace your tracks and get back on the correct road. Reflect on your leadership values and identify what’s missing or where have you not been acting in alignment with your values. Short cuts are not recommended here.

One final thought about making decisions with integrity concerns the expected outcome. Certainly, it is imperative to consider the consequences of any decision before making it public. But the consideration must be given based on who it impacts, what the impact is, and how this decision will be perceived in the public forum. The least concern should be how it reflects on the decision-maker. Katharine Graham made decisions about what to publish in the Washington Post based on her readership, how badly they needed to know, and what the consequence would be if that information were kept secret. She did not make those decisions based on how it would shape her legacy.

As each of us is faced with a similar predicament, let’s hope that we make our decisions based on the simple concepts of right and wrong, rather than if we think we will look good wearing it.

“Real integrity is doing the right thing, knowing that nobody’s going to know whether you did it or not.” – Oprah Winfrey

Here I am in beautiful Breckenridge, Colorado. The sun has been shining, the mountains are in the background and I am surrounded by good people. What’s not to like.

It is always fun (and more than necessary) to get out of the ordinary day to day operations. I find it very refreshing to get out of my normal environment – it stretches me to change a routine, to observe things in new places and have conversations with new people.

A little downtime now and again can really rejuvenate me. I can use some quiet time to think – no tv, minimal cell phone conversations and little computer work. It makes for my mind to settle.

The place I am at is called the Entreprenuer’s Retreat. A place for entreprenuers to come and share their ideas and gain new insights. Here is a picture of me out on the deck of this peaceful setting with those Rockie Mountains in the background.

Plan a little downtime for yourself and see how rejuvenated you can feel.

The election is over. Hooray! The language of political elections, mostly the rhetoric and the constant slams of the opponent, drives me crazy. Negativity is something I avidly try to avoid.

Now, however, our nation plans for change. Our first Black American President – a historic moment many thought was years off and now is a reality. With each newly elected President there is a new level of anticipation. President-elect Obama will now be selecting his team; reaffirming goals and setting milestones for execution of his plan. He has a little over 2 months for further preparation. I can only imagine the action list and delegation activities he will oversee.

My hope for him, as with any new executive, is that he:
1) selects his team well, finding the value in diversity of opinions and styles;
2) sets the expectations for their performance and communicates these expectations for clear understanding;
3) shares an inspiring and motivating vision for all to align; and
4) is clear about his values and knows how to stay grounded as the challanges of our times will demand much of him.