Need to Lead Differently
Significant changes in economic, social, political, cultural, and ethical conditions require organizations and individuals to reconsider what it means to lead. The pandemic poses profound challenges to the way we work and live. A crisis of this magnitude has left us a little shell-shocked and uncertain about the future. In uncertain and disruptive times, people turn to leaders to help them gain clarity and hope for a better future. They look to someone with a positive view of the future, confidence to bring problems to light, and courageous in confronting uncomfortable truths. They also want leaders who are willing to admit what they don’t know and open to asking for help.
In a crisis, leaders must be capable of processing a large amount of complex information, contradictory points of view, and intense emotions. This requires the leader to be aware of what’s happening in the outside world, but also sensitive to the inside world (body and mind). Another way to think about this is by combining situational awareness with self-awareness or having inside/outside awareness.
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Having an inside/outside awareness helps leaders avoid over- or under-reacting to challenges or jumping to conclusions based on past patterns. This ability allows them to recognize stress responses as an opportunity to pause and reflect before acting, and is essential to managing their health and energy over a more extended period.
Projecting calm in a storm
Remaining calm in a crisis requires leaders to practice a calm and balanced mind consciously. Another word for this state of mind is equanimity, defined as mental calmness, composure, and evenness of temper, especially in a difficult situation. In this state of mind, a leader can step back from a high-stakes situation and make a conscious choice in how to respond, rather than react. Dealing with uncomfortable emotions such as fear and anger allows the leader to take invaluable information that gives more insight into the situation.
Compassion for self and others
All of us have times when our emotions override our better judgment. We may feel overwhelming guilt and self-blame for our response. This is when self-care and self-compassion need to be practiced. In these situations, self-care needs to go beyond having a healthy lifestyle of sleep, eating, and exercise. It is about monitoring the negative self-talk and blame that may run on a continuous loop in our heads. When we practice self-compassion, it builds our empathy for others.
Furthermore, as leaders, we have a powerful impact on others. As role models, people are looking to us for clues that help them determine how they will react. By projecting calm in difficult situations and showing empathy, leaders help others face challenges with more creativity and hopefulness.
Realistic optimism
In a crisis, we tend to try to fix things fast. However, in many situations, solutions we have used in the past may not work or may even make things worse. One of the worst things leaders can do in a crisis is to display excessive confidence or give a knee-jerk response to a complex problem. Great leaders can project confidence and optimism while acknowledging the reality of the challenges ahead. Optimism that comes from experience, values, and trust in others’ ability to solve problems gives others the energy to move forward. Realistically optimistic leaders remind people of their roles in helping the organization serve its purpose. This helps others make sense of the long hours and hard work.
Inside/outside awareness can be practiced before, during, and after a challenging moment or situation. This type of awareness can be developed through mindfulness practice. To provide a few exercises to help you get started, we have included three here.
Being a leader is an honor and a big responsibility, especially in difficult times. In these times, we often neglect our physical and mental well-being. I hope you will take the necessary time and energy for recovery and self-care.
References
Burrell, D. N. (2021). Managerial adaptability and strategic business change in the age of COVID-19. PSU Research Review.
Nielsen, N. C., D’Auria, G., & Zolley, S. (2020). Tuning in, turning outward: Cultivating compassionate leadership in a crisis. McKinsey. https://www.mckinsey.com/business-functions/organization/our-insights/tuning-in-turning-outward-cultivatingcompassionate-leadership-in-a-crisis
Oliveira, M., Lopes, J. M., Santos, T. C. S. D. M. D., Gomes, S., & Sousa, M. (2021). Authentic leadership and its interactions with the compassion and humility of employees. Academy of Strategic Management Journal, 20, 1-11.
Renjen, P. (2020). The heart of resilient leadership: Responding to COVID-19. Deloitte. https://www2.deloitte.com/us/en/insights/economy/covid-19/heart-of-resilient-leadershipresponding-to-covid-19.htm
Segel, L. H. (2020). Positive leadership in uncertain times. McKinsey. https://www.mckinsey.com/business-functions/Forganization/our-insights/positive-leadership-in-uncertaintimes