Leading during a turbulent time requires a different style of leadership. Before leaders used a servant, charismatic, social work or roll up your sleeves type of approach, but what is needed during turbulent times is a bold, focused, caring and decisive leadership style.
Bold leadership
I think the number one competency for successful leaders is the ability to have good conflict and hold space for uncomfortable yet needed conversations. One leader we interviewed recently stated that “80 percent of his team really like him and would do anything for him, 10 percent are undecided and 10 percent probably don’t like him too much”. A true statement of leadership, not everyone is going to like me or agree with me, but I’m okay with that. In order to be bold as a leader, you must first be crystal clear on your values and what you stand for and don’t stand for. In doing so you will ultimately find yourself in spaces where values will conflict and create tension, and this is a good thing. When values collide we are forced to stretch our thinking, get aligned or choose another path.
In turbulent times it will be convicted leaders with clear values that will be able to make the bold decisions required to move the business forward and make the tough calls.
Decisive leadership
This leads me to the next turbulent leadership criteria … decisive leadership. Highly analytical and overly cautious leaders will be the leaders who are stretched the most during the next 12 months.
Decisive leadership is not about taking unknown or uncalculated risks but rather about making the call now with the best information possible.
Nothing kills culture and strategy faster in turbulent times than a leadership group that can’t make a call or land the plane. In this environment it is about sensing, acting and re-evaluating.
Focused leadership
The third skill set is focused Leadership. Unfocused direction can be frustrating at the best of times but in uncertainty, it is beyond irritating. The top reason for leaving a business in recent exit data is a lack of focus and direction.
In this case, focus means identifying the top 3-5 areas each team member needs to move forward over the next 90 days and then meeting weekly to define “what is the next thing we need to do to move this priority forward?”
Focus isn’t about an overly complicated plan or list of action items. It is about clarity on the top 3-5 things that everyone needs to be focused on over the next 90 days and then resetting when those things are done.
Caring leadership
The final posture might be an obvious one but if leadership isn’t grounded in genuine care for others then work will just be transactional and resistance to new ideas and change will be high.
Caring leadership is not the same as social work leadership where the leader is the therapist, coach and union steward. Caring leadership is about getting to know your team beyond the work level to a point where you feel comfortable. Then when you are at the point where it is comfortable for you go a little further.
For trust to be built, others have to see and understand you as a human, not just a boss. When a boss asks me to do something I might be resistant as it is coming from a place of authority or power but when “Joe my boss” asks me I am more willing to act as I trust Joe.
Takeaway
In reflecting on your leadership posture which one of these four styles do you need to lean into more to ensure that you are leading well during turbulent waters?
