Leading Now: Two Simple Ways for Effective Leadership during Difficult Times

Two things leaders can do come to mind in response to the above question: Communicate frequently and demonstrate Empathy. “When human needs are met, the positive emotions that result encourage employees to look beyond the work in front of them and to care about the overall welfare of the business.” (Fleming, Ph.D. & Asplund, J., Human Sigma, Gallup Press 2007) Basic human needs include being informed and being understood.

Communicate!

During difficult times especially, employees need information (one reason why the Internet has grown) and lots of it! Information helps employees make decisions that impact their job and life. Therefore information must be timely and accurate/factual.

Good leaders communicate constantly using various mediums to get their message across. During difficult times leaders must take the lead and communicate the state of the business and the organization – even when there is nothing new to say.

Leaders can effectively utilize Town Hall format meetings to give employees the opportunity to ask questions, without fear of retribution, and receive honest answers.

Leaders and employees need to “confront the brutal facts” as Jim Collins states in his best seller, Good to Great. Collins writes, “The Good-to-Great companies faced just as much adversity as the comparison companies, but responded to that adversity differently. They hit the realities of their situation head-on. As a result, they emerged from adversity even stronger.” Employees want the truth and, no matter how bad things are, they want to participate and contribute to making things better. (Collins, J. Good to Great, Harper Business 2001)

Feel the Pain – Be Empathic!

“…empathy means taking employees’ feelings into thoughtful consideration and then making intelligent decisions that work those feeling into the response. And, most crucially, empathy makes resonance possible; lacking empathy, leaders act in ways that create dissonance.” (Goleman, D. et al., Primal Leadership, HBS Press 2002)

Dissonant leadership got us into the economic mess we’ve been experiencing. “Dissonant leaders sometimes may seem effective in the short run – they may get a coveted promotion, for instance, by focusing on pleasing their boss – but the toxicity they leave behind belies their apparent success.” Isn’t this what led to selling bad mortgages, investments, etc? Wanting the quick and short-term results, financial and otherwise? And now we are all living with the toxicity they’ve left behind. Dissonant leaders tend to be selfish and not empathic. Empathy helps employees get through difficult times.

These are just two ways leaders can help those who follow. There are many others. What have you experienced or recommend?