Leadership without a big ego?

Leadership

Go to the people,
Live among them,
Learn from them,
Love them.
Start with what they know,
Build on what they have;
But of the best leaders,
When their task is accomplished,
Their work done,
The people all remark:
We have done it ourselves.

                                          Yen Yang Chu (1892 – 1990)          

Resilient Leadership - Five Calls to Action

 (1) Acknowledge Business Unusual

• Let it be known to everyone on the team that they and the business will soon be back better than ever but that it will take time for things to feel normal again.  Don’t tell your people “It’s business as usual, folks” because it is not true and not helpful.
• Look at the businesses’ and team’s current objectives and priorities and decide if any should be adjusted to be more realistic in the short term.
• Most people need time to process and mentally adjust to what has happened; don’t push for certainty and closure from them too soon.  It’s not the time to tell someone, “Just get on with it.”
• Personally contact your customers to check on them via email and phone ASAP.  Taking action lets them know you are concerned and thinking about them.  Offer or ask if there is anything you can do to help them in the short term.

(2) Communicate, Communicate, Communicate

• Be highly visible to your people.    As well, they will look to the executive leaders of the organisation for direction and advice on how to get on with their work and lives.
• Communicate more frequently than usual.  People want to know the latest information, even if it is only minor.   In difficult times, it is just about impossible to over-communicate. 
• Act quickly to correct any false information and foolish rumours. 
• Name the people who are “going the extra miles” and say “thank you” in front of everyone.
• Openly express how you care about your people and their families and show it by providing tangible solutions.  
• Create a positive rallying call for your people to focus on during the recovery to normal business and life activities.   Obvious examples are:   We are the Champions!   Getting back where we belong!  Team____, Better than Ever!  Together, Tough & Terrific!
• You may need to repeat and reinforce key messages as many people will not be taking in and processing information as well as they usually do.

(3) Prepare for Behavioural Changes

• Understand that everyone in the organisation from the most senior executive to the most junior employee will be feeling some degree of shock, confusion and anxiety in what are unprecedented times.
• More than likely, you will observe some irrational behaviours in normally sensible people.  Look out for increased emotional sensitivity, anxiety, anger, unreliability, loss of direction, a decline in communication or poor communication, fatigue, lethargy and reduced motivation.   In response, increase the frequency of your communication, place even more emphasis on  teamwork, keep people engaged on positive activities and be sensitive and empathetic in how you communicate with and manage your people.  
• Identify the most vulnerable members in your team and decide how best to manage them.  For example, this could involve more proactive and frequent checking in with them or arranging personal counselling services. 
• As time moves on, different people will be at different stages of their psychological adjustment to what has happened to their families and friends, their city and its suburbs and streets.  Some will bounce back to “normal” quickly while others will take longer to recover.

 (4) Provide Structure and Purposeful Activities

• Decide on some positive and achievable short-term goals for people to work on together.
• Review the adequacy of your usual procedures and structures.  For example, there may need to be changes in reporting structures and the type, frequency and composition of team meetings. 
• Consider forming a special team of managers and employees to consult with others in various parts of the organisation and provide you with real and immediate feedback.

 (5) Strengthen the Team’s Inter-Connections

• Consult with team members for their ideas on how they and the organisation can help each other and others in the community.
• Get everyone together socially more often to celebrate the team’s milestones and reaching your short-term goals; put on some food and drink such as a sausage sizzle, pizza on Fridays and/or muffins on Mondays. 

Our latest public workshop The Resilient Team is on Tuesday 15th March 2011.  Places are still available at time of posting.  More details at www.peopleresults.com.au/trtworkshop.