Leading at the Edge: Leadership in Turbulent Times

1. Leading at the Edge: Leadership in Turbulent Times Dr. Steven M. Hays BKHS- Leadership and Ethics Fall 2012

2. Endurance

3. Ten Strategies • Vision and Quick Victories • Symbolism and Personal Example • Optimism and Reality • Stamina • The Team Message • Core Team Values • Conflict • Lighten Up! • Risk • Tenacious Creativity

4. Strategy 1 – Vision and Quick Victories • Channel energy toward two equally important goals • Continually be aware of ultimate destination • Be vigilant in focusing scarce resources of organization on critical short term tasks • Create momentum • Ensure survival • Application for organizations • What are key opportunities for action? • What are structures and routines that you use to create a sense of stability? • Can you think of distractions that would affect the morale of your organization? • What are your short-term milestones?

5. Strategy 2 – Symbolism and Personal Example • Set a personal example • Use visible, memorable symbols and behaviors • Can mean difference between success and failure • Let people see you in action • Application for leaders • How can you give the right speech to mobilize the power of the organization? • What are you doing to ensure you are a visible leader? • What is your visibility plan? • How much time do you spend out of the office?

6. Strategy 3 – Optimism and Reality • Instill optimism and self-confidence • Stay grounded in reality • Begin by instilling optimism in yourself • Believe you will succeed and it will pass to others • “I was ever a fighter, so – one fight, more, The best and the last!... For sudden the worst turns the best to the brave. The Black minute’s at end… “Prospice” – Robert Browning Application: • How do leaders react when faced with adversity or potential setback? • Think about a current business challenge you are facing. What are you doing to instill optimism? • How do leaders stay in touch with reality and get the full picture?

7. Strategy 4 - Stamina • Leaders must take care of themselves • Maintain stamina • Let go of guilt • Pursuing lofty goals can place heavy demands on physical and psychological reserves • Personal Application • Are you taking care of yourself, as well as those who work for you? • Who do you turn to when you need to vent? • Do you let feelings of guilt or frustration distract you?

8. Strategy No. 5 – The Team Message • Reinforce team message constantly • “We are one – we live or die together” • Challenges faced by organizations can only be overcome through unified effort • Keep everyone informed, involved and thinking about solutions • Application for leaders • What can be done to promote a sense of shared identity for the organization? • Are team values explicit and understood by all? Are they used to make decisions? • What else can leaders do to promote identification with the team? • How would you assess the quality of communication among those in your organization? • Do all members of the organization have a clear picture of challenges faced by team as a whole? Do they have a sense of personal responsibility for the team’s success?

9. Strategy No. 6 – Core Team Values • Application: • Are there special distinctions that create differences in class or status at your organization? • Would you describe the leadership at your organization as “being in the trenches”, “above the action”, or “looking on”? • Does the culture of the organization reinforce courtesy and mutual respect? • Minimize status differences • Insist on courtesy and mutual respect • Be willing to admit mistakes • Create an environment in which taking care of one another is the norm • Helps forge emotional bonds

10. Strategy No. 7 - Conflict • Master conflict • Deal with anger in small doses • Engage dissidents • Avoid needless power struggles • Lessons for Leaders • Identify individuals or groups that undermine your leadership • Be proactive and keep troublemakers close by • Find ways to minimize negative impact of their behaviors • Treat everyone, including dissidents, with respect even when they are antagonistic • Be willing to set limits • Avoid the temptation to denigrate malcontents and keep personal opinions about people to yourself

11. Strategy No. 8 – Lighten Up! • Find something to celebrate • Find something to laugh about • Under extreme pressure the ability to lighten up, celebrate, and laugh can make all the difference • Application: • Do you celebrate major successes and achievements? • Do you look for opportunities to celebrate small wins? • Do those you manage feel free to be themselves and to find humor in work situations? • Can you laugh at yourself?

12. Strategy No. 9 - Risk • Be willing to take the BIG Risk • Never take unnecessary chances • When risk is justified, do not hesitate • Personal Application • Are there any risks you might take to improve the effectiveness or profitability of your organization? • Is there a risk you might take to improve your own effectiveness as a leader?

14. Strategy No. 10 – Tenacious Creativity • Never give up – there’s always another move • Encourage thinking outside the box • Personal Application • How would you characterize your core beliefs about problems and obstacles? • What are your typical reactions when things go wrong? • Do you have a systematic process for identifying problems and finding solutions? • Have you demonstrated tenacious creativity in making things happen in your organization?

15. Learning to Lead at the Edge • “It is never too late to be what you might have been” - George Eliot • Find an environment that supports learning • Practice the art of thriving • Work • Relationships • Physical health • Sense of purpose • Balance • Come to terms with fear and failure