| Whether it is the rising cost of commodities, the | | | | incorporate these changes into your own |
| uncertainty of natural disasters or the turbulent | | | | strategies, refine your destination points and |
| stock market - it's likely your industry is feeling an | | | | reevaluate your operations plan. I know that it |
| impact right now regardless of the field you may | | | | may feel like you are slowing down when you |
| be in. Lately, we have all been inundated with | | | | desperately want to run- but taking the time to |
| countless webinars, seminars and articles on how | | | | do it right will get you there faster and will get |
| to survive in these tough times. However, the | | | | you to where you want to go efficiently. |
| basics of truly great leadership and management | | | | Remember the mantra - there is never time to |
| should be the same whether the economy is | | | | do it right, but always time to do it over is not |
| going well or is struggling. Yes, certain actions may | | | | the one winners use! |
| need more immediate attention and focus as | | | | As stretched as your schedule becomes, it's an |
| they become visible. Conversely, if you stick to | | | | important time to make sure you communicate |
| the basics and continue to do the right things, you | | | | these changes and the 'why' of any new goals |
| can flourish during tough times as well as good | | | | and objectives. Slow down to do this or you will |
| times. | | | | be astounded by how the energies become |
| There are critical aspects for setting the stage to | | | | diffused and your employees work on what they |
| go exactly where you want to go regardless of | | | | believe is most critical whether it aligns to the |
| what's going on. Tough economic conditions may | | | | organization's new objectives or not. |
| mean that you'll need to reevaluate some of your | | | | Communication is key! |
| destination points (where you are going) in light of | | | | Keeping employees focused during tough times |
| changing conditions, but it does not mean you | | | | provides a lot more comfort than leaving |
| should abandon your focus on achieving those | | | | everyone wondering: "Is leadership clued in to |
| clearly defined goals and objectives. | | | | what is going on? Is the company responding |
| Now is not the time for hysteria because during | | | | quickly enough or will we be the next one to fall |
| tough times, focus is critical for the success of | | | | apart? Is my project still important? Am I still |
| both the individual leader and their organization. I | | | | important?" The connections between the |
| often see clients begin to panic when they do not | | | | organization and employees can actually |
| achieve anticipated revenue or margin goals. They | | | | strengthen as you weather the tough times |
| begin fixating on missed opportunities, scattering | | | | together as long as you are clear on what is |
| attention and thus diluting their efforts to make | | | | happening, what is changing, what is staying the |
| any substantial progress. | | | | same and why. Feedback, both positive and |
| As difficult as it is, leaders must stay focused. | | | | constructive, is even more critical now as well. |
| Adhering to agreed upon tactics will allow the | | | | Employees need to know if they are doing the |
| overall strategy to be realized. Leaders and | | | | right things in the right way. Any voids that |
| mangers must stay the course and align all their | | | | present themselves during turmoil, leaves |
| actions to make progress on it. This does not | | | | employees the space to fill in the blanks with |
| mean you ignore re-evaluating the conditions | | | | negative thoughts of their own. Leaders and |
| around you. Generally in business and more | | | | mangers must provide as much feedback as they |
| specifically during turbulent times, many situations | | | | can. Otherwise, people will be forced to make up |
| will arise that you could not have imagined and | | | | stories of demise and thus create self fulfilling |
| issues pop up that you don't see coming. Life | | | | failure. It is also vital to have your best workers |
| comes at us fast these days and often things are | | | | engaged so that their energies are not spent |
| happening in this world of 'hyper-everything' that | | | | looking elsewhere for future employment because |
| alter the landscapes beyond our wildest | | | | they are unclear or uncertain how the organization |
| imaginations. Everything from technology to real | | | | is responding. |
| estate is subject to these innovations. If you had | | | | This focus on the basics is imperative for you to |
| taken a global survey six months ago, it's likely | | | | succeed. There are no magic wands or pills you |
| the vast majority would never have suspected | | | | can take. Spend the time and energy on the |
| Lehman Brothers would declare bankruptcy or | | | | basics. You can thrive during both the good times |
| that AIG would get a multi-billion dollar bail out | | | | and the difficult ones! And it's never too late to |
| from the federal government. | | | | get started! |
| I suggest that you take a little time to pause and | | | | |