LEADERSHIP: FOR BOTH NOW AND LATER

Published: 2009-09-21   please add a comment below

Bad times are tough for everyone.  Fewer sales, lower margins, cancelled contracts - and, yes, lay-offs.  We're each under pressure - trying to find new customers, offer extra service, get bills paid, cut costs.  In sum, improving our effectiveness (in achieving goals) and our efficiency (in delivering them).  Doing more and doing it better - but with less!  This is true whether we're an engineer, front-line salesperson or work in the canteen.  But, it's doubly true for leaders.  You have to inspire and motivate people more than ever.  You've got to be a leader for today and tomorrow - not yesterday.  Which are you?  Here's how you can find out.

Self-leadership: how up-to-date are you on market and technical changes?  Can you coach your people and help them adapt?  Are you still rerunning old battles or winning the new ones?  If you can't reinvent yourself, how can you reinvent your business?

• Vision: if you want your team to slog through the daily disappointments of the tough times, you must give them hope for a better future.  What's your light on the hill?  What will it look, sound and feel like for them, when they emerge out of this mess?
• Stamina: to energise others, you have to model stamina yourself.  It's no time for armchair leadership.  Show them you can  face the angry customer, move product out, deliver service - walk the talk.  How well are you doing this?  What else could you do?
• Decisions: are you taking the tough decisions: cutting waste, redirecting resources, retrenching excess staff?  It's unpleasant.  But, if you don't have the guts, don't expect others to.  When the chips are down, you are the culture.  How would they say you're doing?  How would they rate you on determination, accountability and honesty?
• Engagement: great generals identify with their troops, and the troops identify with them.  Each boasts of the other's proficiency and bravery.  How well do your people identify with you?  What stories are they telling?  Are these strong enough to get them through?
• Plan: I'm sure you've plans for most activities in your business.  But, what about your leadership?  No?  Well, to help you work out what you're going to do about all the above, I suggest your create a Leadership Action Plan?  NOW!

The economy will recover.  History shows it always does.  But, only a fraudster would guarantee when.  Some experts already see "green shoots".  Others say these are just flecks of mould on piles of rotting stock.  However, growth will return.  So there are two questions.  First: as a leader, have you fully adapted for the recession - being effective in the areas above?  Second: when things start to turn, will you have the courage and stamina to reinvent yourself - yet again?

Leading in business differs little from leading in other fields - whether you're the CEO of IBM, medical registrar at a local hospital or CFO of a national charity.  You have to stay abreast of developments relating to both your profession and your current responsibilities.  You also need to motivate people - and their needs change too.  In other words, leadership's a journey, not a destination.  And, with each cycle and stage, we adapt or die.

Dr. Timothy Pascoe AM
PhD (Cambridge), MBA (Harvard), BE & BEc (Adelaide)
Creator, V|E|C|T|O|R Leadership^®