Leadership Connection: Leaders Show Strength and Creativity When Hard Times Erupt

(reprinted from Dietary Manager, May 2010)

“It was the best of times, it was the worst of times,” begins Charles Dickens’ classic novel, A Tale of Two Cities.

Who can’t relate to that?

Although Dickens was referring to the period of the French Revolution, the analogy still strikes a chord today. Turbulent times, whether it’s the current recession or a looming volcanic ash cloud, can bring out the best and the worst in people. While some are quick to cave under pressure, others look upon adversity as an opportunity to shine. A good leader recognizes potential and knows how to channel the positive energy inherent in their best employees during these times. They also know how to quiet the fears of those who are more likely to see only the bleakness of the situation.

It isn’t easy, although good leaders make it look that way. To weather any storm, natural or manmade, a good leader must possess resilience, flexibility, and the self-confidence needed to clearly communicate to employees the direction that needs to be taken to forge ahead. These superlative leadership skills aren’t lying dormant, waiting for a crisis to arise.  They are honed and practiced on a daily basis so that when hard times come, the skillful leader can remain decisive and optimistic about the future.

“It’s about being proactive not reactive,” said Debra Zabloudil, president of The Learning Studio, in Naperville, Ill., and a member of ANFP’s Leadership Institute. “Tough times call for leaders to harness everything that’s inside them. They need to be nimble, flexible, and creative in order to foster the confidence in their staff that things will turn around.”

Zabloudil acknowledges that sometimes employees might need to be shielded from some of the most unsettling prospects in troubled times. But that doesn‘t mean keeping them in the dark. Doing that, she says, only leads to anxiety and the feeling that things are worse than imagined.

“The key to being a good leader is having a strong set of communication skills. This is especially necessary in difficult times. There has to be a level of transparency, because employees are naturally worried about their jobs. Good leaders must have a mechanism to dictate a plan, a direction, to their team at a time like that. They have to be able to couch information appropriately and speak in actionable terms.  Saying things like, ‘Here’s what we can do as a team. Here’s how we can cut the budget’ or asking them for their input on ways to cut costs are ways to foster team cohesiveness in difficult times.  It has to be delivered with self-confidence to give them an extra level of comfort. The last thing you want is for them to panic and jump ship,” said Zabloudil.

Besides informing employees and keeping up morale, a good leader must always be looking for ways to tap into the best attributes of their employees. Encouraging them, making them believe that, ‘We can do this,’ instills confidence and triggers enthusiasm to participate in the solution. Because, as Zabloudil pointed out, there is never a better time to shine than during a crisis. This is the time when some companies actually turn themselves around because everyone is pulling together and not looking at leadership as a team of one. This is even a time to consider taking some risks.

Jeremy Gutsched, aka, The Trend Hunter, identifies and reports on corporate and business trends. The findings of his research are inspirational. It was at times such as these that Hewlett-Packard, Disney, Hyatt, MTV, CNN, Microsoft and GE were founded.

“Periods of uncertainty change the rules of the game,” said Zabloudil. ”They can and do fuel tremendous opportunity.”

Taking prudent risks in tough times is also something good leaders do. It isn’t just forward thinking, it’s essential to success. Although the economy may be tight, innovation must continue. Learning must continue.

“No matter what, never cut corners on learning,” said Zabloudil.

To ensure this, good leaders never stop investing in their team. They encourage them to continue their education. And although they may not be able to give them the raises they deserve, they can show their appreciation by allowing them to take on new responsibilities that give them the opportunity to shine. These leaders know how to identify the creative employee from the one who is good with purchases. They know that encouraging them and praising them makes them more likely to share ideas and opinions that benefit the whole team or department. In this environment, where everyone is appreciated and doing what they were hard-wired to do, innovation doesn’t just grow, it thrives.

“During these difficult times, good leaders are still pushing innovation forward. They’re reading the tea leaves, anticipating change. They don’t rely on things going back to the way they were once the economy starts moving,” said Zabloudil.

These are the leaders with contingency plans, who’ve anticipated “what if” scenarios. Simply put, these are the leaders who have done their homework.

Finally, leaders in difficult times still need to be mindful of the diverse ideas and cultures that comprise their staff. They need to embrace them and be sensitive to their differences. This fosters an inclusive workplace where diversity and individual differences are valued. All the planning and calculating in the world won’t lead to a successful operation if the people you are depending upon to implement your plans feel unappreciated.

Life can be as unpredictable as a volcano. When it erupts, those who anticipated the improbable and planned for it are soon back on their feet. Like companies who thrive during a recession, these are the leaders who don’t let adversity crush them. These are the leaders who believe in the future and instill that belief in the people they lead.

As Napoleon Bonaparte put it, “A leader is a dealer in hope.”

by Laura E. Vasilion
Laura E. Vasilion is a staff writer for DIETARY MANAGER magazine