In these unprecedented times, the world is looking for stability. Just as the markets crave stability, so does your team. That’s because both are afraid of uncertainty. So in your workplace you can use your leadership to provide stability—and help combat fear in your team.
Right now everyone is trying to stop the spread of COVID-19, but no one knows if the resulting economic damage from the virus will be worse. And right now everyone on your team is wondering if they will lose their jobs later down the line. So all the fear of uncertainty is taking its toll on your team.
Even if you don’t have all the answers right now, here’s how you can provide some stability for your team and help them combat fear in this crisis.
At one time one of my team members acted out of character. At first, I didn’t say anything to her. I just let it go and didn’t press the issue, although I found it concerning. But the next time she said the same thing, I realized I could not let it go. I took the time to ask her about it. As a result, I discovered what was making her act so unlike herself. Although it was an uncomfortable conversation at first, it gave me a window into what was going on in her head at the time. But that would not have happened if I hadn’t been willing to maximize the moment.
We are in unprecedented times now. People on your team—and in your family—are going to act in ways that will be unlike their normal behavior. Take the time to find out what’s going on in their heads. Be fully present when leading your team. And don’t avoid these uncomfortable conversations.
In your efforts to maximize the moment, here are three rules of engagement when dealing with people on your team.
In any crisis—whether it’s COVID-19, the 9/11 attacks, or the subprime mortgage crisis of 2007-2010—leaders have to act. Leaders need to act decisively and do what’s necessary to navigate through it. At the same time, leaders have to communicate. They need to explain what’s going on and provide their team with perspective.
Max DePree said that the first responsibility of a leader is to define reality. It is important for you to take the time to put the situation in context so that your team can properly interpret what is happening. Since you are the leader, they need you to act like the leader—and communicate like the leader.
Here’s how you can lead your team in a crisis by telling them what they need to hear.
I recently conducted a culture audit for a company that has an outstanding culture. This company has had a meteoric rise in its six years, especially considering the serious challenges they have overcome in their first years. But a surprising number of employees felt that they were being treated unfairly and that their colleagues were not pulling their full weight. And they would not have known that their employees felt that way without the audit.
I’ve found that the worse the culture at an organization, the less likely they want to do anything to fix the culture. It’s the companies that have a good culture—like the one I just did the audit for—that want to make their culture even better.
Ignorance about your company culture is not bliss. Here are three reasons why you should consider having a culture audit.
I attended a conference recently when someone asked me, “What exactly is a good culture?” That was a great question, considering that a lot of people don’t understand what it is or why it is important. And here was my answer: “Good culture is your team’s understanding of how they are to behave even when you are not around.”
Without that definition, it’s easy to ignore the impact and importance of culture. But when people understand it in those terms, they see why it impacts everything that their employees do. And they understand the precarious predicament they put themselves if they don’t take their culture seriously.
Here are five ways that a good culture benefits your organization.
Our society today has a self-leadership crisis. It doesn’t matter where we look—business, politics, entertainment—we see its effects.
The news regularly reports about the financial improprieties of business executives. Politicians get caught all the time doing something they knew they should not do. And the grocery store tabloid headlines are always proclaiming how such and such movie star is cheating on so-and-so.
Despite how little self-leadership is practiced today, our society depends upon it. Here are three practical ways you can exert your self-leadership.
My family once hosted a foreign exchange student at our house for about a month. When he arrived at our house, his first question to me was “What are the rules at your house?” Not wanting to sound like some kind of ogre, I said, “We don’t have too many rules at our house.” And I told him a couple of rules that we had in our house. And I thought that was that.
Over time, I noticed that he did some things that annoyed me. And my thought was “That’s really rude. Why doesn’t he know any better?”
I told him that I was disappointed with what he was doing. Later he told me, “You didn’t tell me what all the rules were.” Then I realized I couldn’t hold him accountable for something I didn’t tell him. He had asked to know what the rules were, but I didn’t tell him what they all were.
This same thing applies to your employees at your workplace, but they won’t necessarily ask you what the rules of your culture are. That’s incumbent on you to tell them. They won’t know how to operate in your organizational culture if you don’t tell them.
Here are the things you need to tell your people so they know how to follow the rules of your culture.
From all the culture analyses I have performed, I find it interesting that the vast majority of the organizations I survey have shortcomings in the same area. In my surveys, I look at how these organizations score in Appreciation, Morale, Trust, and Communication. In three out of every four organizations, the Culture Competency that needs the most attention is Communication.
I find it particularly interesting that this is true even in organizations with high scores. Even where organizations that otherwise have a good culture foundation still struggle with communicating effectively. And unfortunately, when the Culture Competency of Communication suffers, then all the efforts to build Appreciation, Morale, and Trust are undermined as well.
Here are five reasons why organizations have difficulty with getting the Culture Competency of Communication right.
Vision is a key ingredient for creating culture at any organization. Having vision is about seeing things that others don’t see. Then it’s important to use that vision as a rallying cry. Because vision paints the future as a picture everyone can see.
It is imperative for a leader to know where to lead the organization. In the process of setting that direction, other benefits are generated as a result.
Here are five benefits your vision generates for your culture.
Values are important to corporate culture. Companies go to great lengths to list these lofty sounding concepts. Then they put them on plaques on the wall in their lobbies. But values do not have any power unless those companies operationalize their values.
Simply listing your organization’s values is only the first step. If you stop there, then the list may have the opposite effect. If you do not operationalize your values, your team will likely laugh at them because they ring hollow. Unless operationalized, values will just be words on a plaque.
Once you have identified your values, here are four steps to take so you can operationalize your values.