deServing Leadership During Challenging Times
As we start to analyze and plan for the impact of Coronavirus on our business, I have been thinking a lot about deServing Leadership during hard times. So what does deServing Leadership mandate in challenging times? For me, it all comes down to two things — communication and transparency. Nothing is more critical during these times than authentic, humble, honest, and consistent communication. DeServing Leaders can create a culture in which employee engagement can thrive during challenging times.
How do we do this? Here are a few thoughts:
Listen, Don’t Talk: This is a repetitive theme in many of my blogs, but one I find critical. During challenging times, our priority is to listen. Let people ask questions and share their fears. DeServing Leaders’ job is to create a safe zone in which people can share their concerns, issues, and begin trusting that leaders are working for them as well as for the business. If the leader is willing to listen, somebody is likely to tell the leader what the problem is and suggest possible solutions, or the leader will hear enough to gain an intuitive insight. A true deServing Leader responds to any issue by listening first.
Ask employees what they need: During challenging times, the best way to help employees focus on the business is to address their concerns. DeServing Leaders must make time to address the needs of each employee and their family to the best of their ability. And it must be done with utmost honesty. Being honest and listening to employees helps everyone come together to make the best decisions on how to move forward.
Set aside time for weekly foresight and planning: During uncertain times, preparedness is vital. DeServing Leaders don’t think of preparation as predictions, but more about understanding trends and likely outcomes. By exercising foresight, deServing leaders can develop and implement positive strategies that support individuals, the organization, and those served. Not doing so can often leave organizations with only a few painful options left. The planning time must be scheduled consistently and considered sacred.
Ask, “do those served grow as persons?”: I decided a long time ago that I wanted to measure my success at EVENTEQ by how many leaders I can build during my time here. Robert Greenleaf’s book, “The Servant as Leader,” suggests that the best test to measure the success of a Servant Leader is: Do those served grow as persons? Do they, while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become servants?” DeServing leaders understand that growing people is the most fundamental purpose of business.
If you come out of challenging times with people who are stronger, healthier, more autonomous, more self-reliant, more competent — then you have exemplified deServing Leadership.