07 Aug HOW TO BE AN EFFECTIVE LEADER DURING CHANGE AND TURBULENCE
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A conversation this week reminded me of the context leaders are operating in right now, and consequently, how they are responding.
This is what I’m seeing:
- A short-term perspective
- Procrastination
- Highly reactive behaviour
- Knee jerk reactions
- Decision making focused on short term relief, rather than long term gain
- Long hours
- High levels of stress
- Unreasonable demands
- Loss of focus
- Loss of commitment
- Loss of conviction
The context is tough, I get it. Unprecedented levels of change and uncertainty, economic pressures, compromised supply chains, the rampant uptake of AI, workforce challenges, significant regional conflicts. This is our world right now.
Yet leaders need to lead.
This is the role of leadership.
To navigate your people and organisations through uncertainty and complexity.
So, today I’m sharing a few simple reminders to help you do this.
The most effective leaders of change, emergency and turbulence have these 3 things in common: focus; communication; and building capability.
3 KEYS TO LEADING CHANGE
1. FOCUS
These leaders focus specifically and only on the important. The things only they can do. The things that make a difference.
They do not focus on the noise, the things that will not matter in a few days, the things that others do, the busy work.
They are clear about the unique contribution they make, and this is where they put their time and energy.
Ask yourself:
- What is the most important thing for me to do today?
- What am I doing that I shouldn’t be?
- What am I not doing that I should be?
2. COMMUNICATION
Research tells us that during times of change and turbulence, people need to receive a message an average of 7 times before they receive it. Leaders are a critical contributor to this messaging. People need to hear from their most senior leaders, and their immediate leaders.
Ask yourself:
- What do my people need to know?
- What do my people want to know?
- What is the best way for me to communicate this to them?
- How often?
Today’s leaders, who face a fragile, contentious, and fractured environment, can no longer lead in a reactive mode, by the seat of their pants. They need to lead in a more intentional, proactive way. The intention needs to be grounded in competence, authenticity, and a spirited sense of growth.
Doug Conant, former CEO of Campbell Soup Company, Author, Speaker
3. BUILD CAPABILITY
To get through emergent and uncertain situations, we need our people to participate in solving problems, contribute their ideas and effort, and support each other as we make our way to the future. Otherwise, it all falls to you.
For people to contribute and participate in these situations, they need to feel they have some value to offer, some contribution to make. They need to be, and to feel, capable. More than ever, we need to develop our people so they not only have the skills and capability to contribute, but they also know they have the skills and capability, and therefore are confident they can contribute.
Ask yourself:
- What are the existing capability gaps for my people?
- What are the potential capability gaps for my people?
- What are my options to develop my people?
- What are my capability gaps?
- What are my options to close these gaps?
A few questions to help you focus on your leadership. To do the things that make the most difference, rather than trying to do everything.
I’d love to know your thoughts.
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