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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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An ideal book for anyone starting out in leadership: Practical Lessons in Leadership by Art Petty and Rich Petro.