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There are points in time when the only right choice is to assert and dictate direction or a decision. In those crucible moments for firms and teams, the failure of a leader to assert is the height of malpractice and irresponsibility.
From critical strategic choices to decisions on talent, teams and execution, there are times when the kinder, gentler form of participatory leadership just doesn’t cut it. This is a difficult topic for those who ascribe to a softer style of leading, Yes, I applaud your daily repression of the command and control style in favor of a more participatory and consensus driven approach. However, when timeliness is of the essence and lives or jobs are on the line, you must step-up, step-in and assert yourself.
I’ve encountered too many well-intended but misguided leaders who through their slow-to-act approaches have squandered opportunities, opened the door for competitors and caused damage to their own careers. In polling these leaders post-crisis (in many cases, years later), what I consistently heard was some form of, I truly expected my directs to suspend their own views and come together as a group around what was right for the organization in that time of crisis. The fact that they didn’t is disappointing.
The only person this leader should be disappointed in is the one staring back at them in the mirror.
I would like to live in that world where people in groups suspended their own personal views and interests in the name of some form of corporate, arm-linking kumbaya focused on the greater good. And while it happens in some circumstances, in 30+ years of navigating corporate hallways and boardrooms through all manner of crises, I’ve learned not to hold my breath waiting for that momentary alignment to emerge on its own. Strong leadership for key directional decisions is essential for unifying people’s hearts, minds and actions.
Your job in crisis situations is to catalyze action along a clear vector. You’re the compass…you determine the vector and your approach to the crisis situation will either help people shake off fear and the resultant paralysis or, you’ll be the cause of chronic running in place.
Don’t wait for perfect clarity to emerge before you decide. It never does. Your leadership must bring clarity to others. Once the team begins moving, you can tweak the course as the fog lifts.
The Bottom-Line for Now:
Once you’ve successfully led the team through the storm, you can return to your regularly scheduled style of soft leadership. In the meantime, assert yourself, darn it! Your team, your firm and your career depend upon it.
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These storms won’t happen if you are a good leader. However I agree that as a leader you have to know where you are going and be able to impose always the direction if required but as I said it should never be needed as the simple fact you are to deal with a storm means you have already messed up somewhere. Everybody should be motivated and a good leader regardless of their positions and all the employees are important and one should listene to them at all times. Any leader having to deal with a storm and to impose directions needs to review his style and strategies because if employees don’t come with the right solutions at the right time he really messed up seriously. I would even suggest changing jobs as he would have failed to motivate people up to the right levels.
Emil, thanks for stopping by. No leader I know can anticipate all of the shifts in market forces or the emergence of a sudden disruptive innovation. Unexpected weather calamities or horrific events such as 9/11 occur. I’ll disagree with your core premise that the storm means you messed up. Living through a storm means that you are living and working in this era. -Art
Well thank you for clarifying. I thought you spoke about different kind of storms. Well there still should be a plan in case anything like that happens. I have always disaster plans and even at different levels. But I can agree that those extreme situations you may need to rely on people even more and how there will react individually and quickly. Again disaster plans are to be imagined with the team. More brains used correctly would lead to better disaster planning. I do understand what you mean though and I agree that sometimes you must say what follows and be better prepared to deal with what is often unmanageable and therefore you don’t have other choice than imposing the directions. However, it should be done when you really and only don’t have other choice because leader must be a leader and not a dictator.
Thanks for your add on Emil!