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Is the leadership in your company in downturn alongside with the world economy? – Part II

Author: Irina Ivan

Power and influence, money and access to a wealthier life, charisma... are just a few of the reasons why we look up for our supervisors, managers, leaders and why, sometimes, we even envy them, wishing we were in their shoes. Next time this thought crosses your head, think about the tremendous pressure and stress a business leader is going through during this time of economical downturn. Some may argue that a leader is there to run the business not only in great times, but especially in times of crises. Or that not only leaders are under high pressure these days. We all worry about our jobs and financial security. But unlike the ones placed on top-management positions, we do not have to go through an economical context that we have never experienced before, carrying the responsibility of hundreds or even thousands of persons on our shoulders.

The economical downturn we are going through now was often compared with the Great Depression of the 30's. This is the only benchmark we can use in assessing how far the world's economy can fall and in finding ways to overcome it. Unfortunately, being 80 years far from that crucial moment, none of the actual business leaders generations can praise with dealing with a similar situation. Hence, the business environment seems caught in the middle of an earthquake that it is not able to escape from.

We were saying in our previous article that now, more than ever, it is expected and required from managers to display their leadership skills, be transparent, supportive and sensitive to their teams' needs. If we happen to be one of the lucky people whose managers do not lock themselves in an ivory tower and go out from there only from time to time to throw the bad news, but we see them among us as much as before or even more, communicating and encouraging us, we owe to react and be supportive. When a crisis emerges, all people within a company need to increase efforts and put some add-on to their daily work. Before starting to bring some contribution to the regular work, you have to make sure you are doing the work you are being paid for. Then you can go to step number two - enriching your input. Here you can start by not focusing anymore on doing "the nice things to do", but on the things that need to be done. Be open to fulfill tasks you were not assigned with before, as an opportunity to diversify your skills. It is also preferable for the overall performance and peace of mind for everyone to leave their ego at the door and avoid getting emotional. In her article, "How to Keep Your Job During a Recession", Diane Coutu, is giving some tips on how people can nurture their leaders with hope: "Some leaders may be narcissistic but they are rarely sadists. They don't enjoy having to lay off their people. So give them a break. This isn't the time to push for a promotion or to argue for that change in job title. That's just common sense. Beyond that, try to lighten the leader's burden. Help him to defend your department. If he is working on a restructuring plan and asks for ideas, give him a few good ones. Do some of the heavy lifting yourself." In times of crisis companies need leaders. Even though you can not ask for a promotion, use this opportunity to try your leadership skills. This does not necessarily mean that you have to coordinate people, but you can exercise your ability of making decisions under pressure and taking responsibility for your actions.

If a crisis can be an innovation opportunity for a business, it can also be a boosting-career moment. But increasing efforts to help your company survive is, beside a good career move, a proof of good sense and empathy. The same way we take the lead from our superiors and we feel good when they ease us, leaders take energy and inspiration from their teams.

Resources:

Liz Wolgemuth, 5 Crisis Lessons for Companies and Colleagues, www.nydailynews.com 

Diane Coutu, How to keep your job during a Recession, www.hbsp.com