Posts tagged transition resilience
Leading In A Crisis: “Do's and Dont’s”

Winston Churchill once said, “You ask, what is our aim? I can answer in one word. It is victory; victory at all costs; victory in spite of all terror; victory, however long and hard the road may be, for without victory there is no survival.” The same wisdom Winston Churchill imparted while taking office back in 1940 is still significant as it pertains to challenges many organizations face today. The first step to overcoming disaster begins with good leadership.

1. Don’t Act Hastily

During a crisis is where your leadership skills are challenged the most. It is the leader’s responsibility to not only provide direction for the team, but respond to the problem in a timely manner without making irrational or hasty decisions as well. 

2. Don’t Panic

With any crisis come not only fear and apprehension, but terror and panic, so it is up to the executive to address the magnitude of the crisis before alarming the team. Additionally, a good leader must take control. While it may be impossible to control the actual problem at hand, it is the leader’s job to control the response.

3. Consult with the Experts

Because crises are unpredictable, leaders must practice flexibility in their tactics. Committing to one specific strategy will only limit the possibility of a speedier resolution. Consulting with the experts who are at the frontline of a crisis is essential when making decisions, but, it is important that the leader not get too involved in frontline responsibility as their main concern is again, setting the overall direction on behalf of the company. In fact, executives tend to lead more effectively when they are away from the action.

4. Maintain Perspective

Although mapping out the course of direction is extremely crucial as I’ve already mentioned, another important task for a leader during a crisis is to provide perspective. An executive that can tackle a situation, while retaining a sense of perspective, will successively help the organization subsist any crisis.

5. Be Pro-Active

Moreover, having a crisis-management team already in place is also a good idea in the event of the unforeseen. The team should consist of legal counsel, public relation professionals, a select few of senior leaders, and additional crisis-management specialists.

No organization wants to be caught up in a crisis, no matter the scale, however, disasters do occur, and averting the problem all together could cause more harm than good, so it is in the best interest of the executive to prepare for the unfortunate beforehand.

However, in the event adversity does strike, a leader must remember to act with discipline and confidence. Your company depends on it!

Transitioning To The Corner Office

Making the transition from manager to executive successfully isn’t as easy as moving from one office to the next. It takes effort and adjustment in your leadership focus and skills. When you step into the executive role, it’s not just about your expertise and knowledge in one particular department, but the ability to see the company’s overall goals and objectives as a whole.

Often times, new executives make the mistake of leading with the same mentality from a managerial perspective by trying to run a division rather than leading an entire organization. Understanding the significance of making the shift from a senior manager who has all the answers to a leader who knows that in order to lead efficiently, one must surround themselves with a great team of individuals who will advise, plan and execute in the areas where perhaps the executive is not the strongest, is important when positioning yourself for an executive role. This is just one of many adjustments to consider as you step into your new title. So here are a few tips to help ease the transition:

Out with the old; In with the new—Relinquish the old ways of managing situations and let go of the old identity that stemmed from it. Then embrace the transition and get comfortable with your new position.

Think transition rather than change—Chances are you’re going to experience some sort of emotions along the way as you come to grips with the reality that your old role is ending. This has a lot to do with the fact that people think in terms of change rather than transition. Change is much harder to grasp.

Don’t rush through the “neutral zone”—It’s the invented fictional place between the old and the new. The neutral zone is where the conversion of ‘manager’ into ‘leader’ takes place. During this time you’ll have the opportunity to experiment, challenge your traditions and implement new goals and standards both on a personal and executive level. However, make sure your goals and expectations are realistic.

Journal the transition—By keeping track of what has helped or hindered you during your transition, or simply jotting down what you would do differently will only make future transitions much smoother.

Arriving at the corner office means taking your leadership skills to the next level. Sure it’s the same company, but, it’s an entirely different ballgame at the top!

Embrace Change…..Or Else!

I am amazed at how quickly things seem to change. What’s “in” today, can be old news tomorrow. Ironically, most people are change resistant. We find a certain degree of comfort in routine, in knowing that what is today, will be tomorrow. This is true in our careers, our relationships and our businesses. The truth of the matter is, we are all in a state of constant change. People change, relationships change, jobs change, and industries change. So the question is, how do we best deal with change?

In the 80′s a company called Wang was the leading manufacturer of word processing equipment. They saw the advent of the PC and word processing software, but determined that no software package could replace their machine. Have you seen anyone with a Wang business card lately? No, the company is only a memory. As a child, I would often spend hours playing arcade pinball games in the mall. A roll of quarters and I was the “pinball wizard” for an afternoon. Around the time I was leaving high school, this game system call Atari was being sold in stores. Kids could take it home, plug into a TV and play whenever they wanted from the comfort of their bedroom. Arcade game manufacturers didn’t think that kids would ever want to spend hours at home, playing games on a TV or computer!

These businesses, and in some cases industries vanished, due to not adapting to change. Well, you are the CEO of a company called Y.O.U. Everyday change is happening around you. New technologies are being introduced, new ideas are being shared, new roles are being created. How are you reacting? New roles require new skills. Higher level positions require new ways of thinking, new ways of leveraging ideas, technology and human capital.

You may have been successful up until now. Your past skills or degree may have gotten you this far. But as Marshall Goldsmith warns, “what got you here, won’t get you there”. Look for ways to embrace change! Dedicate time each day to read meaningful information (Wall Street Journal, Industry Publications, etc.). Enhance your skills by taking a class online. Attempt to read at least four new business or self help books a year. Will this take time? Yes! Will it require dedication? Absolutely! Today’s leading edge companies invest heavily in R&D……Research and Development! This allows them to proactively embrace change. As CEO of a company called Y.O.U. how much are you investing in R&D?

Change is coming. Embrace it…..or else!