The tireless leader faces different challenges every single day. These challenges and issues range from the most mundane to the most critical of circumstances. Nonetheless, decisions have to be made, stands have to be taken and actions are to be implemented. This happens no matter how crucial and urgent the situation is. It’s all in a day’s work for the most ferocious of leaders.
A report in Today’s paper presented an interesting and insightful article that reflected this topic: On how can a leader face the most extreme situations. Lyndon Rego, an Innovation Incubator Director, espouses this responsibility of the leader, that he must face it and work it out, sometimes with bold moves.
Here are the details of his report:
How To Become An Effective Leader In Extreme Situations?
CRISIS, as anyone who has been through one would know, forces people to think and behave in new ways. Extreme crisis exponentially ratchets up that response.
Crisis response requires both planning and improvising. Planning and preparation helps enable rapid coordinated action. At the same time, plans are always insufficient.
A plan is a starting point, but every situation will involve something unexpected. Your logic and imagination cannot factor in every contingency. People need the capacity to read and understand a situation and improvise their approach as the reality unfolds.
Taking into account some of the lessons learnt by those who have faced extreme crisis can better prepare you for such situations.
SySteMS fail
Infrastructure, technology, alert mechanisms and communication may fail or be insufficient. Processes fall apart, leaving you in unfamiliar territory. The failures may be brief or long-lasting, confined or extensive. Ongoing or systemic problems, while manageable in routine circumstances, may be a serious problem in a crisis.
tHe picture iS diStorted
No one has a complete picture of what is happening. People on the outside may have a sense of the big picture but may lack accurate, detailed and critical information from within the crisis zone. In contrast, people in the middle of the crisis see what is in front of them but may be cut off from what is taking place elsewhere.
tiMe iS coMpreSSed
Moving forward or tackling a part of the problem may be risky in the absence of solid information, but doing nothing is not a choice. As the crisis evolves beyond the immediate, the time pressure eases, only to be replaced by the complex demands of a protracted crisis or recovery.
autHority iS liMited
A crisis can easily trump existing structures of authority. Whoever is “in charge” is whoever is there. If organizational protocols require strict adherence to command structure and approvals, they may hinder rapid and effective responses.
new leaderSHip eMergeS
A crisis will generate previously unexpected and unknown leadership capabilities. Individuals will step up to rescue or respond. New organizations and networks rise to provide aid and assistance.
preparing to face criSiS
How does an organization prepare people to do what it takes during a crisis? What is it that allows people to do extraordinary, unexpected things that are outside of their experience and training? When it comes to facing a crisis it is about your people and your leadership. It is about organizational culture.
Organizations and individuals will be better equipped for crisis (and daily operations) when executives and managers act and speak in ways that:
1. Forge relationships. Personal connections and good relationships are literally lifesavers in a crisis. Build quality relationships with a broad base of stakeholders before a crisis. Make it a priority to behave in ways that build trust in you and in the organization. Show respect for others and demand others to behave in ways that show respect, too.
2. Develop flexibility. Build a culture of flexibility and adaptability. Emphasize action-taking and good judgment.
3. Encourage courage. Show you are willing to stand up for the courage of your convictions.
4. Support risk-taking. People make mistakes; they will make mistakes during a crisis, too. Establish a culture that supports good-faith risk taking. When people act with integrity for the organization and the mission, the need to know they will not be penalized or made scapegoats.
5. Enable empowerment. Insist that local leaders make decisions based on the situations they face. Educate them and support them along the way. You cannot hold on to authority when times are good and then assume people will be empowered in a crisis.
How Famous Achievers And Excellors View Work
July 22, 2008It’s the start of another new week. When you come to think of it, there are so many different reactions to the notion of work. Some look at work with distasteful lethargy while some approach work with refreshing enthusiasm.
Let’s discover how the Achievers and Excellors look at work from their eyes:
“The secret of joy in work is contained in one word – excellence. To know how to do something well is to enjoy it.” —Pearl Buck
“People might not get all they work for in this world, but they must certainly work for all they get.” —Frederick Douglass
“One machine can do the work of fifty ordinary men. No machine can do the work of one extraordinary man.” —Elbert Hubbard
“The more I want to get something done, the less I call it work.” —Richard Bach
“Opportunity is missed by most people because it is dressed in overalls and looks like work.” —Thomas A. Edison
“Far and away the best prize that life offers is the chance to work hard at work worth doing.” —Theodore Roosevelt
“Going to work for a large company is like getting on a train. Are you going sixty miles an hour or is the train going sixty miles an hour and you’re just sitting still?” —J. Paul Getty
”When your work speaks for itself, don’t interrupt.” —Henry J. Kaiser
”I’m a great believer in luck, and I find the harder I work the more I have of it.” —Thomas Jefferson
“Success in business requires training and discipline and hard work. But if you’re not frightened by these things, the opportunities are just as great today as they ever were.” —David Rockefeller
”The companies that survive longest are the ones that work out what they uniquely can give to the world not just growth or money but their excellence, their respect for others, or their ability to make people happy. Some call those things a soul.” —Charles Handy
Categories: Beliefs and Values, Comments and Quotes, Excel Beyond Excellence, Living Life, Management, Passion, Perspectives, Work-Life Balance, Working Wellness
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