Leadership in Adversity

Resilience as the Critical Success Factor

With the US economy in “meltdown” and the Australian economy stoically holding position, we are unquestionably in a challenging business cycle. Leadership in testing times can be difficult, frustrating and can breed fear and despondency. Yet we know this challenge will shape the leaders of the future. Leading in a growing economy is easy. Adversity is the crucible which differentiates greatness from mediocrity.

Resilience shifts from a want to a need. Many of our leadership teams are wrestling with this. The literature strongly suggests that an investment in your resilience right now will pay huge dividends in the future.

Here we share the key points of focus from the perspective of a leader of people.

For decades we have known that most great leaders have had to face a significant adversity in their early years. We define the core outcomes of Resilient Leadership as:

1. Staying calm and focused
2. Radiating confident presence
3. Compassion and credibility
4. Generating hope
5. Strategic and creative energy

These outcomes are built into our Resilience Model. Under the threat of adversity it is easy to slip into the Death Spiral (see diagram) making these outcomes very difficult to secure.

Bounce back (see diagram) is critical competence to master while you continue to hold steady as Resilient Leaders while still supporting their people who may be in the Death Spiral.

Therefore it is critical that Leaders pay attention to their people making particular efforts to:

1. Focus attention (combat confusion)
2. Encourage rejuvenation (combat disengaging)
3. Be present & available (combat withdrawal)
4. Supporting self care (combat vulnerability)

We frequently see leaders shift to defensive decision-making if still strong and sometimes slipping into their own Death Spiral. Thus time and attention for their people is reduced.

Leadership Practice

Not only do your people need your help and support but by giving them time, honest progress reports and support, they are far better able to assist in organisational recovery, problem-solving and mutual support.

Tools

1. Read relevant literature and history
2. Get a coach
3. Involve your team in Resilience training

The ultimate purpose of Resilient Leadership is to help you and your team maintain strategic agility. By maintaining a focus on calm, energised, positive and optimistic behaviours you and your people will be able to respond effectively to the challenges you face.

We refer to this as Resonance – the cultivation of hope and enthusiasm.

When our emotions are positive (about 5 to 1 negative), our mind is flexible and creative. Below are some examples of strategic flexibility. Note your emotional responses to each:

• Set high standards for your leadership
• Seek feedback and course correct  
• Learn from mistakes, admit and move on
• Think boldly and test every option
• There are multiple options for improvement
• Test these options relentlessly
• If sales are down get the team on the road
• Stay close to customers and stakeholders  
• Roll up your sleeves and help the troops
• Consider taking a salary cut
• Surprise people!
•  Test new partnerships
• Prepare for future opportunities
• Celebrate and reward success
• Champion failure that provides learning

Written by Sven Hansen.

Sven Hansen is the founder of the Resilience methodology and leads the Asian and New Zealand Practice.

Reprinted with permission from the original article published in the Summer edition of Australasian Corporate Wellness magazine.