Ignite! Newsletter—August 2009 Article
Making the Shift from Survival to Growth
It's been 12 months since world banking systems began a collapse, and in Ireland we are still reeling from our banking sector problems. The initial US banking collapse started a domino-like financial crisis that of course has spread around the world, not just Ireland. The good news is that the worst may be over in the US; the bad news is that Ireland is not out of the woods by any means and the hard work of rebuilding businesses in Ireland still lies ahead. The shift from immediate survival to planning next steps will create a new set of challenges for leaders explains Dr. Dick Ruhe, senior consulting partner with The Ken Blanchard Companies and coauthor of the business book Know Can Do!
"People have spent the last 12 months thinking about, "What if?" "What if they cut out my part of our organisation? What if they cut out my product line? What if the entire organisation goes under?" When people are putting on their life jackets it is very difficult to ask them to simultaneously stay under sail. But once the immediate disaster is averted, it is important for leaders to chart a new course of action."
Focus, Plan, and Take Action
During uncertain times, people are hungry for a clear sense of direction. If leaders don't provide employees with a plan for moving forward, the result can be a loss of confidence which quickly moves to skepticism, and eventually to complaint. Once that happens in an organisational setting, there is a very real risk that employees will quit and leave, or more likely in current cirsumstances (and worse yet), that they will quit and stay.
Quitting and staying is usually evidenced by what people don't do on the job, rather than what they do. Instead of using their creativity, innovation, and risk taking abilities, people keep a low profile. And when other people do come up with new ways to do things that save time and resources, there is little enthusiasm and investment in the process. People are essentially just wandering the halls.
To illustrate this point, Ruhe likes to recall the old disaster film epic, The Poseidon Adventure, in which a luxury cruise liner capsizes at sea.
As Ruhe explains, "It's like that scene where people lose hope. The ship is turned upside down, and while some people are working hard to survive, there are some people who have given up and they are walking through the passageways half-dazed, looking like zombies. They're moving, but listlessly and not purposefully."
The Role of Leaders
Leaders have to deal with that shock and apathy by making the shift from survival to growth. Instead of focusing on 'reducing expenses' a survival strategy, leaders have to begin focusing on new directions. When people have a clear direction and a sense that the organisation's leadership is focused, energetic and ready to go, it's possible to avoid some of the barriers to rebuilding business after substantial slowdown.
To help leaders successfully make that shift in their organisations in Ireland, Ruhe recommends these guidelines:
1. Maintain a moderate emotional level. Balance a sense of urgency about what is going on with a quiet confidence. People appreciate a leader with a cool head.
2. Don't fall into the trap of inaction. Make decisions. Step up to the plate. Without a doubt, life rewards action.
3. Be honest with employees about what you know and what you don't know. Say, "We are making some moves here. We don't have as much information as we would like, but we're on our way."
4. Hold people accountable. Let employees know that everyone 'the leader included' is accountable for going in this direction.
5. Maximise information flow. Now, more than ever, the left-hand needs to know what the right hand is doing.
6. Give people permission to fail. It's important for people to know that while you are going to hold them accountable, it is not going to be with the same kind of perfection you might expect with more routine tasks.
Moving Forward
When leaders are successful in providing the people in their organisations with the direction and support they need, people become more connected with what is going on. There is less complaining and less confusion. Meetings are not 'moaning festivals.' Now, there is more clarity and understanding about what the organisation is up against and what everyone can do to make the plan a reality.
Once that important change in mind-set occurs, the numbers will start to inch up a little bit and people will begin feeling better about what's going on. The whole system starts moving in a positive direction again. This provides some breathing room and a chance to reflect on the future. Now leaders can get back to work on more important things such as "Where do we go next?"
Would you like to learn more about moving your organisation in Ireland in a positive direction?
Then join us for a free webinar on August 11, entitled.
We're Still Here...Now What?
Tuesday, August 11, 2009
5:006:00 p.m. Irish Time.
Now that the dust has settled from the economic slowdown, it's time to take stock and assess the situation. The organization has survived, but there is not a quick turnaround in sight. Instead it looks like rebuilding your business is going to take a while and that it will require the best from everyone. That means providing people with the direction and support they need to perform at their best.
In this webinar, Dr. Dick Ruhe, Senior Consulting Partner of The Ken Blanchard Companies and co-author of Know Can Do! will show you how managers can identify the needs of each of their direct reports and then tailor their management style to build morale, efficiency, and productivity.
You'll learn how to:
Align individual tasks with overall company goals.
Identify employee needs.
Provide individually tailored direction and support.