We are waiting. We are waiting for times to get better. We watch updates on the news about the stimulus package, and we hope. We hope that our leaders will have wisdom. We hope that they will act quickly. We hope that when they act, it works.
Your team is waiting on you. They are waiting for you to notice the work they do. They are waiting for you to ask their opinion. They are waiting for you to reassure them that they will have a job next month, and they wonder. They wonder if you will have your job next month. They wonder if they will have their job. There was a time, not too long ago, where they may have asked themselves if they wanted their job. Yet, those days are temporarily forgotten. Now, they are most likely grateful to have a job.
How do we lead in times of adversity? I learned my biggest lessons related to this when managing what seemed to be a sinking ship (metaphorically speaking). I was brought into manage a failing operation. After being there a short time, it became apparent that the operation may be shut down. There was a period of several months where the staff was unsure as to whether they would have jobs in the near future. The operation was in the press regularly. There was much “talk” in the community about the contract and whether it would continue to be funded.
In the midst of all this, we needed to perform. We still had a job to do, even if we weren’t sure for how long. What did I do? What did I learn?
Well, I let them wear blue jeans. Yep, that is my big tip for leading in times of adversity – find out what you can do to support your team and do it. Now this involves a few underlying principles:
1) Talk to your team. Tell them everything you can. Each organization has a culture and approach about sharing information. You will need to act within yours. However, share as much information as you can.
2) Be honest about what you can control and what you can’t. Your staff needs to know that they can trust you. If you are going down the rapids with someone, you want to know they can handle a boat. As you are open with them about what you can impact, their trust in you increases.
3) Find out what matters to them. Small stuff makes a big difference. In fact, during times of adversity, the small stuff can be even more important. When staff are unsure of the future, knowing that you care and are doing what you can to support them makes a BIG difference.
4) Act. Your team wants to know that you can take swift and competent action. If you are at sea, in a storm, who do you want at the helm? During the tough times, your staff needs to have confidence in your ability to take whatever action is needed to bring success.
So, why blue jeans? I talked to my team each week, the entire team. I told them everything I knew about what we were facing. I shared what I knew, didn’t know, what we were doing and what we were trying to figure out. I thanked them for their support during these tough times. I reassured them that I would continue to share everything I knew with them, and I did. I asked them how I could support them, and you guessed it – blue jeans. They wanted casual Friday everyday. Working for wise leaders myself, upon hearing the request, they approved it.
I wish I could tell you that the contract didn’t end and the operation didn’t have to close. Yet, it did. Unfortunately, the cycle of organizational life has its sad endings as well. However, what I can tell you is that the team was supported during adversity, that we worked together, and that together we did what needed to be done.
I wish you and your team great success in weathering the economic storm upon us. Things will change. Things will get better. Together, we can all navigate through these stormy waters.
Tags: Adversity, Leadership, Managing, Team
