In Challenging Times, Keep Fear and Failure Outside Looking In
Every organization and every team runs into challenging spots. Life and business don’t always work as planned. “Man plans and God laughs,” as my former CEO would recite.
It’s the rough patches that teach you and require you to cultivate your leadership character, and part of this is keeping fear at bay and the specter of failure out of mind and out of the vocabulary of your team.
Every manager and senior leader looks like a genius when the tide is rising and business is good. All too often however, the rising tide masks the real issues of performance and the gaps in strategy and execution that become painfully visible as the rising tide slows and begins to recede.
The tendency at the initial sign of challenge .a missed quarter or two, or a blown forecast, losing ground to a competitor is to flail. While we don’t set out to flail, a series of knee jerk reactions around cutting costs and killing programs or adopting a series of “short-term” fixes, shout FLAIL to everyone around us.
Once the flailing starts, fear and failure sensing a weakness in the defenses, begin to insert and assert themselves in the minds of your team members. Needless to say, nothing good happens when a team or organization suddenly falls victim to fear.
Deming’s point #8 paraphrased: managers must strike fear out of the organization.
6 Ideas to Keep Fear and Failure On the Outside Looking In:
1. Be open and transparent with your team about the challenges. Nothing invites fear and failure to the party like keeping bad news from people. Everyone knows when things aren’t going right, but what they don’t know is whether it’s bad or really bad.
2. Invite your team to be part of the solution. More than a few leaders have fallen victim to the “I am in charge, I have to come up with the solution” trap. Effective leaders understand the power of harnessing the team’s collective gray matter around key problems.
3. Resist the urge to substitute a well-developed long-term strategy with temporary, short-term compromises. It takes leadership courage to stay the course in the face of short-term headaches this courage is something that is all too lacking in many organizations.
4. Do recheck the core assumptions around your strategy. While I don’t want you to sacrifice the long-term for short-term, I don’t want you to blindly grasp to something that isn’t as well baked as you might have thought. It’s a good time to review your strategic thinking and then to assess whether the execution approach is serving you well.
5. Redouble your efforts to celebrate victories even the small ones. Success begets success, and it does nothing but help when you single out the successes during a challenging period.
6. Don’t stop the talent machine. Keep supporting the development and growth of your team members and don’t stop working to get the right people on the bus and those who don’t fit, off the bus. No timeouts on talent allowed!
The Bottom-Line for Now:
Your greatest successes will come from navigating challenging situations. It’s the hard times that require you to operate at your professional best and it’s during these times when you learn what it means to truly lead. Although it might seem odd to suggest it, enjoy the challenges, as you will not pass this way again and you will not find a better teacher.
Originally published at artpetty.com.