How we turn leading through adversity into a superpower
Daily headlines report companies allowing client data exposure from hacks or internal fraud that harm or destroy their reputation. Leaders are justifiably concerned with how to lead during such adversity and, in a display of enlightened self-interest, whether they are putting their reputations on the line by staying.
This post is for the leaders tasked with cleaning up a mess, repairing customer relationships, supporting employees, and continuing to deliver the day-to-day work of the company after an external or internal calamity.
There are examples of corporate wrongdoing that destroy the company, forcing reorganization or liquidation. More commonly, an event isn’t fatal to the firm, and the vast majority of employees and leaders continue working, but in more difficult circumstances.
If you are a leader charged with keeping things going, consider these tactics:
Focus on stakeholders. When adversity occurs, fears run high with employees, clients, suppliers, and shareholders. We tend to focus on what’s happened rather than serving stakeholders. Employees need to know that leaders are still in place, focused on the present, and engaged in answering a set of unanticipated questions. Clients need to determine whether they can again trust the company with their business. Suppliers need to know they will be paid. Shareholders need to know trustworthy people are in place to navigate the difficulties. It’s right to focus significant, but not all, attention on the adversity.
Do what’s required. Leaders who navigate through rough times become invaluable. Keep your head down, help the team execute, deliver to the client, and know that this experience sets you apart from the vast majority of leaders who won’t ever experience this type of challenge. Capabilities expand, and things previously viewed as difficult become simpler. The words of George Bernard Shaw may be helpful, “Just do what must be done. This may not be happiness, but it is greatness.”
Focus on the essential. The big rocks matter now more than before. Leave the small stuff untouched. Don’t get caught in the thick of thin things, to quote Steven Covey. The essentials are customer service, customer confidence restoration, team focus, process execution, and clarity. Transparent, frequent, communication best serves all of the essentials. When you are sick of hearing yourself repeat the message, everyone else is just beginning to understand it. Display this level of communication, and you will see understanding turn into commitment and engagement.
Become change ready. Reframe problems in solvable terms. Don’t fixate on the unfixable. Scan the broader organization as you determine where to apply your talents. Raise your hand and step in to fill any leadership vacuum. When your boss seems stressed and lashes out, ask what else this could mean? Recognize that they may need help, offer without being asked, and become a relief valve for them.
Middle managers aren’t mushrooms. These leaders keep the trains running on time. They are on the front line with customers and employees who need more information, at precisely the time senior leaders want to share less. Make sure they have the facts and as much clarity as is morally and legally possible. Don’t allow leaders to gloss over the current reality. Put people in place who know how to communicate and give them the explicit authority to do so. Transparency is a necessary condition for restoring trust.
Recognize the people doing the work. Distractions are at an all-time high. The situation requires leaders to make a conscious effort to thank people for staying engaged and taking care of business. A few genuine words of encouragement will go a long way toward restoring energy and confidence throughout the team.
Ask essential questions
- How can you step up your contribution to the team?
- What processes can be improved, replaced, or designed to relieve the pressure?
- What struggling projects can you support to change the trajectory?
- How can you better assist your distracted boss?
- What do you need to learn and know now that you didn’t acknowledge before?
- How can you show up differently in your leadership role?
- In what ways can you be a contribution to your peers, team, boss, and clients?
Handling concerns about your employee brand
You may question how staying and fighting will impact your brand and career. Here are a few thoughts:
Interviewer: Tell me about your role at Global Inc. after their data breach.
You: I put my head down, led my team, and kept improving processes no matter who was in charge. If you want someone who can work in adverse circumstances, you’re speaking to the right candidate.
Interviewer: Why did you stay after the discovery of the fraud?
You: Employees and customers depended on me to lead and deliver while senior management was concerned with other matters. I had their backs, and they had mine.
Interviewer: What did you learn about yourself from this experience?
You: People are capable of more than they think. Decisions that were difficult to make became easier. Company survival was on the line, and everyone had to step up to make it work. I now know that I can lead effectively in any situation.
Takeaway: It’s difficult to find the silver lining in adversity when we are experiencing it. While not desired, difficulty provides the opportunity to expand our capacity to lead. These hard-earned skills prepare us to handle challenges more capably wherever we go.
Call to Action
You can learn more about David Porter Advisors by visiting our website here. We‘re ready to have the right conversation when you are.
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