When a crisis hits or the business environment becomes brutal, strong leadership can mean the difference between success and failure.

It’s tough out there. But strong leadership can stem the tide. These strategies are all designed to help you lead your team or organization through a difficult period.


GET YOUR STORY STRAIGHT

What is the unified message that you want to communicate? Why are any changes you have to make during this time important? What are the implications of this time in the organization’s history, and what positive outcomes are possible?

Andrea (name has been changed), an executive I know, was responsible for implementing a restructure that ultimately meant laying off more than 600 people. It was a devastating blow. Andrea’s first impulse was to complain bitterly to her teammates about the bad decisions flowing from the top of the organization—that was her first mistake. When you start complaining, you add to the problem. She set herself apart as misaligned with the decisions made for the company, and forgot the most important rule: As a leader, you represent the whole, not just yourself.


FOCUS ON THOSE WHO ARE LEADING THE CHARGE UNDER YOU

One great temptation during a downturn is to put your nose to the grindstone to get work done. Instead, your first priority should be to get those who work for you to become a unified force. They are looking to you for answers because their future is uncertain. Give as many answers as you can.

Andrea’s second mistake? Ignoring the people who stayed to focus on those who were being laid off. While she did the right thing in obtaining some outplacement training for those who lost their jobs, she forgot that her most important asset was the staff who survived the layoff. Many of us forget that spending time with our best talent is an incredibly worthwhile investment of energy. If you pay attention to motivating them, they will not only appreciate the effort, they will work harder to make things right.

OVERCOMMUNICATE

If you don’t know what will happen—say that. Andrea, while not the worst leader in the world, was headed down a slippery slope. Instead of communicating with her team about what was happening, why and when it was happening, and who it would happen to, Andrea preferred to keep her mouth shut and stay out of office politics. But her silence helped spark a rumor that everyone else in the division would be laid off next. This was far from the truth, and instead of keeping Andrea out of the conflict, it put her smack in the middle of a chaotic round of departures.

PRACTICE GRATITUDE

Be thankful for your skills and strengths, and for whatever you value in your life. When we practice gratitude, it changes our ability to motivate and inspire others. It also puts a downturn into perspective. Be grateful that you are privileged enough to know how to read and to have a career. When I feel the pressure of a downturn, I try to remember that more than 2.5 billion people on this planet live on less than $2 a day.

The final straw for Andrea was when her right-hand man, Curtis (name has been changed), handed in his resignation. This was an opportunity for Andrea to be thankful she still had a job, as well as the opportunity to help those who remained to cope and excel during a tough time. But she chose a harder road—she became angry, despondent and disengaged from her job. Her team began to believe she had given up. Within two weeks, Andrea’s boss began rethinking the idea of keeping her on board to help address the changing company landscape.

USE THE CRISIS AS AN OPPORTUNITY FOR LEARNING AND GROWTH

Great leaders step up to a challenge. You may even surprise yourself! Take time to listen, learn and develop new skills as you need them.

Andrea’s downfall is not one you want to repeat. Instead, consider what you can learn from this experience, and remember what Vince Lombardi said: “Great leaders are not born—they’re made.”
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KARLIN SLOAN, M.A., is founder and president of Karlin Sloan & Co. (karlinsloan.com), based in New York City and Chicago, which provides executive coaching, team building and leadership development services. Email Karlin at editor@executivetravelmag.com.