Skillfully Leading Forward from This New Place
Resilient Leaders Build Resilient Followers
Given the current realities, resilient leaders need to mindfully pause and emerge with a proven process to foster innovation, opportunity, and success.
In the dizzying swirl of global upheaval, what can you do as a leader to lead yourself and your team to success in the new “normal”? With virtual workforces the new reality, effective communication among leaders is key to building resiliency.
In this article, we’ll consider the likelihood of your organization surviving or thriving during these challenging times based on:
- What you tell yourself about change
- How you deal with and refocus dispersed energy
- How you lead through change
Understanding Resilience as a Wave vs. a Shield
Deloitte Insights1 believes that a typical crisis plays out over three time frames:
- Respond, in which a company deals with the present situation and manages continuity
- Recover, during which a company learns and emerges stronger
- Thrive, in which the company prepares for and shapes the “next normal”
Three potential mindsets can occur among employees during change, which have a large impact on your employees’ engagement and energy:
- We’re in crisis. Can we survive? It feels like it’s only a matter of time. Employee engagement dims and people live in the loss.
- We’re changing again. Will the changes work? It feels like in-between times. Employee engagement is unpredictable, and people get burned out or put their energy on hold.
- What is our potential? How good can we get? This feels like opportunity. Employees are fully engaged and committed.
A 3-Step Process for Leading in Times of Change
In order to successfully move through organizational change, leaders must first reflect on their own situation and deal with their own concerns as leaders first. Then, and only then, can leaders influence, mentor, and compassionately support others as they move through change.
Building your and your employees’ resilience involves three critical steps:
1. Recognize and reconcile your own loss. Change is often perceived as a loss—and the uncertainty occurring in the world today is resulting in the loss of economic stability, status, friendships, identity, authority, tradition, purpose, and more. The moment change happens, energy disperses. The natural tendency is to immediately retreat within and think about “What does this mean for me?” However, everyone responds to loss differently in what we call the 4-Dis’s:
- Disorientation—“Where do I fit in?” “This isn’t the world I know.”
- Discontent—“Isn’t it awful?”
- Disidentification—“I used to be somebody.” “I feel too much alone.”
- Disengagement—“I will just quit and stay.” “The world is coming to an end.”
To be resilient, the first step is to recognize what’s happening, deal with your perceived loss, and resolve the loss within yourself. You can then make a choice to move forward in the context of opportunity, focusing your energy toward innovation and what value and success looks like in the new tomorrow.
2. Intervene to help others. Just as you felt a sense of loss by what you told yourself about this loss, so do your employees. As the change happened, they too responded to loss, and their Dis might be different than yours.
Employees may not tell you that they are struggling with the change. Our experience in training leaders to tune in to what employees are saying or doing better equips them to help manage energy dispersed by the employee’s perception of the disrupting situation. Leaders need to be proactive and recognize the clues employees are sending, and then intervene to help them recognize and reconcile their loss at their own pace, as we all move through change at varying speeds.
| If loss is demonstrated by: | Leadership needs to: |
|---|---|
| Disorientation—“Where do I fit in?” “This isn’t the world I know.” |
Reorient by clarifying direction, providing clear expectations and goals, defining roles, etc. |
| Discontent—“Isn’t it awful?” | Understand the reason for the anger (usually a form of loss), listen while the employees vent, focus on the cause, and try to help them through it. |
| Disidentification—“I used to be somebody.” “I feel too much alone.” |
Help them identify with the future by creating a sense of opportunity in what is coming; describe how the employee is part of something important and why this is worth doing for the employee and the company. |
| Disengagement—“I will just quit and stay.” “The world is coming to an end.” |
Ensure employees understand the connection between their own value contribution and the organization's ability to realize the future potential from the change. |
Your communication strategies will change as you operate in a virtual environment. Proactively communicating through video can be an effective way to acknowledge what you do and don’t know, continue to build trust, and show transparency.
There is nothing traditional about this change and using traditional change management step-wise progression to “push” people through change won’t work. Change was pushed out at an alarming velocity to the world. Resilience is proactively intervening to help others move through change, at their pace, for recognizing perceived loss and choosing how they will commit their energy to the change.
3. Lead the change process. The problem with most reactive forms of change management is their focus on countering the negatives of change, countering people’s thoughts about whether they or the organization will survive the change, or concerns over the losses.
Resilience is less about countering the old negative story and more about creating the new story, embedded in the context of realistic opportunity. It’s refocusing your and your employees’ energy on “what is our potential for growth, sustainability, or collaboration going forward?” It is not about what we have lost in this change but what we gain that needs to be told.
Skillfully Leading Forward from This New Place
If you look at resilience as a wave, you allow the troubles to pass through you, change you, and then deal with the loss that is happening to you as a leader. If you then understand the Dis’s and your role in intervening with your now virtual team, you can lead the change process by keeping the mindset of “what is our potential?” as the framework for everything you do and who you are as a leader.
1 Deloitte Insights, The heart of resilient leadership: Responding to COVID-19, https://www2.deloitte.com/us/en/insights/economy/covid-19/heart-of-resilient-leadership-responding- to-covid-19.html
Para obtener más información acerca de los conceptos compartidos en este artículo y cómo Wilson Learning puede ayudar a abordar estos problemas, contacte a Wilson Learning en México al 52(55)56608360, en Colombia al 57(1)2138896, en Chile al 56 2.29516806, en Ecuador al 5932.4508283 y en Brasil al 5511.30422925.
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David Yesford
David Yesford, Vice Presidente Senior de Wilson Learning Worldwide, tiene casi 30 años de experiencia en el desarrollo e implementación de soluciones de mejora del rendimiento humano en todo el mundo. Él aporta una valiosa experiencia, dirección estratégica y perspectiva global a su trabajo con los clientes. El Sr. Yesford es un miembro activo de la Junta Global Ejecutiva de Wilson Learning, con la responsabilidad actual a nivel mundial. A través de los años, ha ocupado puestos estratégicos en nuestras áreas de contenido básico de ventas y liderazgo, así como el e-learning y consultoría estratégica. También ha ocupado puestos de director de gestión en China y la India. El Sr. Yesford es el autor que contribuye de varios libros, entre ellos Ventas Ganar- Ganar , Ventas Versatiles , El Manual de Los Estilos Sociales y el entrenamiento de ventas libro 2 . También ha sido publicado en numerosas publicaciones de negocios en los Estados Unidos, Europa, América Latina y Asia Pacífica. El Sr. Yesford habla con frecuencia en las conferencias y cumbres internacionales, centrándose en cuestiones tales como ventas y estrategia de ventas, el liderazgo, los empleados y compromiso con el cliente, la marca y la implementación de estrategias.
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