On Leadership

Four Actions to Keep Your Business Out of the Performance “Red Zone”

It’s not news that this is an extraordinarily challenging time.  Sharp cutbacks in consumer spending and credit have created an environment of fear and uncertainty among employees and leaders alike.  During tough times unless a business gets its leaders’ best thinking, it is in danger of sliding into the performance “red zone” where profitability and even survival are in question.

 

There are, however, four things effective leaders can do to avoid the performance red zone and keep the business moving forward.

 

§ Don’t Panic.  Effective leaders don’t let fear drive decision making.  Fear can make a leader “hunker down” and wait for better times.  It clouds their judgment and causes people to make poor decisions.  During tough times the best leaders are optimistic yet realistic.  They focus on the business’ basic success factors yet remain open to new ideas.

 

§ Maintain customer loyalty.  This is the time to sharpen the focus on customer needs and add value rather than nickel and dime them.  Although some cut backs are necessary, the most successful leaders know that it still makes sense to spend where it adds value.  And, with the right choices, a small expenditure can have a big impact. The manager of a Best Buy store in Manhattan understood this when she arranged to have a dog sitter at her store to make it easier for customers to shop.

 

§ Focus your business model.  To add value and still reduce costs, a business should focus on enhancing efficiency and reliability.  Top leaders and their teams know where and how to cut cost without impacting service or quality.  This point has been made painfully clear to the US auto industry and shows the impact of the inability to balance these two demands.

 

§ Build trust.  Because tough decisions often have to be made, a leader may erode trust.  Trust can be maintained or repaired if leaders improve crediblity by being candid, demonstrate reliablity by ensuring their actions are consistent with business objectives and values, show genuine empathy and be accessible.  The more people feel you are focused on them, rather than on yourself, the more they trust you.

 

 

Delivering results when the economy is strong can be challenging but the real challenge is delivering results during a downturn.  These guidelines can help leaders be a winner and keep their business out of the red zone.

Three Competencies Have the Greatest Impact on Leadership Effectiveness

The role of the leader has never been as important or demanding as it is today.  Leaders at all levels must deliver consistent, sustainable results in leaner organizations and get things done day to day with fewer resources.  There is an increased emphasis on maintaining employee morale and high levels of productivity in an increasingly complex and changing business environment.  And leaders must ensure that the right people with the right skills are in the right roles.   

 

Unfortunately, many companies have fewer resources to devote to selection, succession, and leadership development initiatives to help ensure that their leaders are set up for success and able to effectively handle these challenges.  In this environment, an understanding of which competencies make the difference in a leader’s effectiveness, and the extent to which this varies by industry, can help organizations prioritize their talent management efforts to ensure initiatives are high impact and yield the greatest return on investment.

 

To shed light on the competencies that differentiate top performing leaders, OnPoint Consulting, in partnership with the American Management Association, collected data on the managerial effectiveness of 622 leaders across organizations including non-profits, multi-nationals, Fortune 500, and Fortune 1000 organizations.

 

Of 46 competencies, three emerged as the factors that differentiate the most effective leaders across industries. The results suggest that these leaders are able to balance execution-oriented behaviors with the interpersonal skills required to build strong relationships.  The three competencies are:

 

 

• Building trust and demonstrating personal accountability (e.g., keeping promises and honoring commitments, accepting responsibility for one’s actions, communicating honestly)
• Action orientation (e.g., maintaining a sense of urgency, acting decisively to implement solutions and resolve crises)
• Flexibility and agility (e.g., adjusting one’s behavior to changing circumstances, remaining open to new ways of doing things, working effectively in an unstructured or dynamic environment)

Given that these three competencies have such a strong impact on a leader’s effectiveness, what are the implications for talent management?   For one, organizations would benefit from devoting equal time and resources to help leaders develop these competencies early in their careers.  Following are additional considerations for talent management organized by competency.

 

The ability to build trust and demonstrate personal accountability is the foundation for leadership success.

 

 

While the ability to build trust and demonstrate personal accountability may seem fundamental, its power and impact cannot be underestimated.  Numerous studies have shown that increased accountability leads to enhanced team performance.  When a leader fails to take accountability for his or her actions, it can lead to a “culture of blame” where trust is eroded and finger pointing and avoiding problems becomes the norm.  To what extent is a lack of accountability a problem in today’s organizations?  In another OnPoint survey of over 400 senior and mid-level leaders, 40% report that employees in their organizations are not being held accountable for results and 20% report that managers in their organizations do not deal with poor performers. 

The extent to which high levels of trust and accountability are part of an organization’s culture is determined and shaped by direct managers.  The ability to build trust and accountability is a skill that can be learned and improved.  When it comes to assessing effectiveness, our study shows that having excellent technical or functional skills or innate intelligence does not compensate for a failure to master this aspect of management.  Organizations that ignore the development of what some would consider a “soft” skill are missing the opportunity to build well-rounded managers and positively impact organizational performance.  

The ability to effectively execute plans and initiatives is the hallmark of an exceptional manager.

 

Most organizations understand the need to develop an exciting vision and a realistic strategy.  The key issue for organizations today is fulfilling the promise of that vision.  OnPoint’s Execution Gap survey found that 49% of respondents reported a gap between their organization’s ability to formulate a vision and strategy and deliver business results.  Given the importance of effective execution on business performance, organizations need to ensure that leaders have the skills required to deliver consistent results and get things done day-to-day in a dynamic work environment.  The topic of execution and delivering results should be given increased importance in management development activities.

 

 

The ability to remain flexible and adapt to changing situations continues to be a key leadership competency.

 

Managing change is a top priority and on the list of leadership success factors in most organizations.  Yet, despite the amount of time and money that has been invested in training leaders in the tools and skills to manage change, the results have been uneven at best.  Managing change is frequently an elusive skill for many leaders.

 

What are the leaders who are perceived as effective change managers actually doing?  Our research points to modeling behaviors that facilitate change as the primary difference between the most effective change managers and those who are less effective.  This core behavior goes beyond verbally endorsing a change.  It is not enough to just say the right thing or even enthusiastically communicate the benefits and the business case for the change.  Employees want to see those words backed up with behavior.  When people say that someone leads and manages change effectively, they specifically mean that they can observe consistency of that leader’s behavior with change objectives.  Helping leaders understand the importance of this is essential for the development of this competency area.

 

 

The Bottom Line

While there is clearly no silver bullet to effective leadership, our study offers some insight into the competencies that set apart the best from the rest.  The three key competencies that set apart exceptional leaders, regardless of industry—building trust and personal accountability, action orientation, and flexibility and agility—reinforces the idea that leaders must be able to balance execution with the interpersonal side of leadership.  It also appears that failure to master these skills early in one’s career may be one of the top derailers for a leader. 

THREE FACTORS THAT MAKE PERFORMANCE MANAGEMENT A SUCCESS

In today’s business environment, it is particularly important that all of your organization’s human resource management systems are working at an optimal level.  Yet fewer than half of the 556 HR professionals and line managers who participated in OnPoint’s proprietary study believe their performance management systems add value to the business.  All of this dissatisfaction drives many organizations to tinker endlessly with their performance management systems, only to find that their changes did not translate into success. 

 

What does it take to make performance management work?  OnPoint’s survey found that there are three prerequisites for success.   Mindset, Competence, and Reinforcement are critical in any performance management system—whether it is technology-enabled or paper-based.  And, for a technology-enabled solution to succeed, these factors should be in place before the technology is introduced.  

Mindset: Performance management is seen as a tool to drive results, not as an administrative task. 

Both managers and employees should have a shared view of the performance management system’s purpose, including how it supports broader organizational goals.  It is critical that managers understand how it contributes to business performance, and why it warrants their time and attention.

Forty-nine percent of respondents in companies that use technology-based performance management systems believe that managers give more attention to completing performance management forms than they do planning and conducting conversations with their employees. When the focus is on completing forms and “getting it done” (which is often the case when implementing technology-enabled solutions that highlight “automation,” “streamlining,” and “pre-populated reviews”), it is unlikely that the system will produce desired results beyond an administrative record-keeping activity.

Competence: Managers are competent at goal setting, coaching, development planning, and appraisal.  

 

Manager competence in these areas is essential for success, and technology cannot substitute for these critical skills. 

In companies that report successful technology-enabled performance management systems, 90% say that managers have these requisite skills—compared to only 28% in companies where technology-enabled performance management systems are not adding value. Furthermore, many companies report that they provide managers with training to conduct effective performance evaluations, yet far fewer provide skill training related to setting goals, coaching, and development planning. 

Reinforcement: Managers meet periodically with direct reports to formally review progress. 

 

This is a defining characteristic of the best performance management systems, because it ensures that coaching, feedback, and monitoring of goals regularly take place. 

Yet, fewer than half of the companies surveyed report that periodic check-in meetings are required or encouraged as part of their performance management system.  In companies where technology-enabled performance management systems are effective, 77% report periodic reviews are required or encouraged—compared to only 59% in companies where technology-enabled solutions are not having the desired impact.

 

What’s the bottom line?  Focusing on these three areas will increase the likelihood that performance management delivers value to your business, and is not simply viewed as a compliance activity.  If any one of these areas is lacking, it is unlikely that introducing a new form, refining the rating scale, or moving to a technology-enabled system will transform performance management from scorecard to strategic tool.     

Two Competencies Have the Greatest Impact on the Perception of Leader Potential

Given the importance of succession planning, many organizations spend a great deal of time trying to identify the managers who have what it takes to advance and take on additional responsibility.  But what really sets apart leaders who are exceptional in their current positions and are seen as having potential for more challenging roles from the exceptional leaders who are not seen as having potential?

 

To help answer this question, OnPoint Consulting, in partnership with the American Management Association, collected data on the effectiveness of 622 managers across organizations including government agencies, non-profits, multi-nationals, Fortune 500, and Fortune 1000 organizations.

 

We found that two competencies (out of a possible 46) differentiated exceptional managers who were seen as having the potential to take on more challenging roles from exceptional managers who were not perceived to be ready: managing and leading change and critical and analytical thinking. 

 

Strong analytical and critical thinking (which involves questioning basic assumptions, applying sound reasoning and judgment, understanding the complexity of an issue and breaking it into manageable pieces, and understanding the implications of data and information) appears to be a building block for managerial success, and, when coupled with solid interpersonal skills, produces a strong leadership profile.  Clearly some people are more proficient in this area, due to personal preferences or experience, but critical thinking is a learned skill that can be developed and improved through practice. 

 

Managing and leading change frequently comes up as a critical factor in managerial effectiveness.  However, in OnPoint’s study on how top-performing companies prepare for and manage change, only 46% of the 655 managers who responded believe that change is managed effectively in their organizations and 43% lack confidence that current organizational changes will be implemented effectively. 

 

Based on our research, the core behavior of the most effective change managers is modeling behaviors that support the change.  This goes beyond verbally endorsing a change. It is exemplified by specific actions such as: behaving in a way that is consistent with the change; doing what they say they will do related to the change; engaging people in dialogue about the change even when they don’t have all the answers; being aligned with other managers; and ensuring the timing of change is realistic. 

 

Because competence in critical and analytical thinking and managing and leading change appear to be linked to perceptions about the potential of exceptional leaders, focusing training and development efforts in these areas would help increase the likelihood that leaders are prepared to advance and take on additional levels of responsibility.

 

For more information or to request a complete copy of the report of findings, please visit our website at www.onpointconsultingllc.com

 

Four Ways to Ensure Leadership Responsibility

Leadership responsibility is the foundation of effective strategy execution; its management 101. Why do some organizations maintain high levels of leadership accountability and others fall short?

 

A new study by OnPoint Consulting surveyed 400 leaders and found that 40% report that employees are not being held accountable for results.  Our research on top performing companies identified five actions that have the greatest impact on an organization’s ability to increase leadership responsibility.

Use goal setting to facilitate strategy execution. Translating strategy into department goals and clarifying priorities increases the likelihood that implementation plans will focus on high-impact outcomes. It also facilitates individual goal setting which enhances leadership accountability.

Clarify expectations to drive performance management. Effective leaders use three techniques to enhance responsibility; clarify exactly what needs to be done, establish a specific date for when the task needs to be completed, and agree on checkpoints to review progress. These actions are based on three fundamental premises of performance management:
- Never assume people know what’s expected of them.
- Don’t just talk about ideas without agreeing to actions and ensuring responsibility.
- Don’t ignore when someone has dropped the ball.

Coordinate and follow up on progress. Coordinating and monitoring activity is a critical aspect of strategy execution and is an essential ingredient for building a culture of accountability. It’s how companies keep people focused on high-priority goals and actions.  The most effective leaders are ruthless in monitoring goals and reinforcing appropriate behaviors.

Provide accurate and timely information. This involves clear communication about strategic priorities as well as ongoing dialogue between managers and their direct reports. Goal setting and coaching are key elements of performance management systems, yet too often this is viewed as an administrative, HR-driven activity, rather than a tool to help enhance business execution.  When managers view performance management as a tool to drive results they are more successful in building accountability among their direct reports.

For more information about the study or to request a complete report, please contact Rick Lepsinger at

rlepsinger@onpointconsultingllc.com

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Profiles of Effectiveness: Differentiators of Top Performing Managers

Although times are bad, talent still matters.  Organizations that take a long-term view recognize that talent management is particularly important during tough times to avoid talent shortages when the economy improves. 

 

Understanding which competencies make the difference in a leader’s effectiveness and the extent to which this varies by level becomes is a critical starting point.  To help answer these questions, OnPoint Consulting, in partnership with the American Management Association, collected data on the managerial effectiveness of 622 managers across organizations including government agencies, non-profits, multi-nationals, Fortune 500, and Fortune 1000 organizations.

 

Four key findings from our study and tips for using this information to enhance talent management efforts are shown below.  A complete report of findings is available upon request.

 

1.    Exceptional managers, regardless of level, demonstrate competence in four key areas.

 

Our study found that Action Orientation, Building Teams, Building Trust & Personal Accountability, and Critical & Analytical Thinking differentiate top performers at all three levels: first-line manager, manager of managers, and functional manager. 

 

Implications for Talent Management—Because these competencies appear to be essential for top performance at higher levels as well as for managers of individual contributors, both formal and on-the-job training that help develop these competencies should be targeted to first-line managers to ensure they develop these skills early in their careers.  Allocating resources to this area will help build a strong pipeline of internal managers who are prepared to make the transitions to the next level of management and take on additional responsibility.

 

2.    In addition to the four core competencies, it is important to master specific competencies that are critical for success at each level.

 

In addition to the four core competencies described above, exceptional managers master specific competencies required for success at their level.  We found that exceptional managers received substantially higher ratings than average performers in the following key areas:

§         First-line managers: Self Development and Resilience & Stress Tolerance

§         Managers of managers: Influencing, Interpersonal Savvy, Creative Thinking, Emotional Intelligence, and Strategic Planning

§         Functional managers: Action Orientation, Customer Focus, and Managing Conflict

 

There is “face validity” to these findings when one considers the unique challenges experienced at each level.  Being a learner and having a tolerance for stress would certainly serve new managers well as they take on the responsibility of getting work done through others for the first time.  Likewise, interpersonal skills are particularly relevant for someone who is managing managers. Taking a broader strategic view is also a key competence at this level.  For the functional manager, although all the previous skills are certainly important, the unique challenges of the job require an action orientation, a focus on the customer, and the ability to manage cross-organizational differences.

 

Implications for Talent Management—These findings provide guidance for making selection decisions and for the timing and content of training and development.  For example, since the most successful first-line managers are learners and have a high tolerance for stress, organizations should assess leaders for these competencies as part of the selection process.  On the job support for developing these competencies would also be important.  In addition, preparing people to take a broader organizational perspective and building strong interpersonal skills before they are promoted to a manager of managers role would increase the probability of success in that position.

 

3.    The ability to effectively execute plans and initiatives is the hallmark of an exceptional manager.

The managers in our study who were considered exceptional received higher ratings in the areas related to execution and getting things done: Action Orientation, Problem Solving, Decision Making, and Results Orientation.  Competence in these areas appears to set the best apart from the rest.

 

Implications for Talent Management—Most organizations understand the need to develop an exciting vision and a realistic strategy.  The key issue for organizations today is fulfilling the promise of that vision.  In a recent OnPoint survey, 49% of respondents reported a gap between their organization’s ability to formulate a vision and strategy and deliver business results.  Sixty-four percent of those people lack confidence in their organization’s ability to close the gap.  Ensuring managers have the skills required to deliver consistent results and get things done day-to-day should be a top focus of an organization’s management development activities.

 

4.    Practice is required to build competence and expertise—managers don’t need to be born with it.

 

Our study suggests that managers who are in a position for five to ten or more years are more likely to be seen as exceptional.  Exceptional managers gain competence and enhance their performance over time, while the average managers reach a performance plateau.  This supports the idea that expertise and effectiveness are the result of experience and practice. 

 

Implications for Talent Management—Moving managers to the next assignment too quickly does not provide enough time for them to learn from the experience.  Managers need to see the impact of their actions to truly develop competence.  In addition, expertise results when managers are required to tackle problems and situations they have not faced before and that take them out of their comfort zone.  This finding emphasizes the importance of providing on-the-job learning opportunities such as action learning projects where leaders work on solving real business problems. 

                                                

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OnPoint Consulting specializes in helping companies close the gap between strategy and execution.  For more information, please visit our website at www.onpointconsultingllc.com.

Cultivating Future Leaders: Five Strategies for Tough Times

Despite the challenging economic climate, firms with a long-term view continue to invest in their leaders.  Traditionally, when budgets get tight, leadership development and succession management programs are often the first things companies cut.  However, proactive talent management is even more critical during tough times to avoid talent shortages when the economy improves.  

 

Rather than slashing budgets, here are five strategies that help companies get the most out of investments they do make in talent management:

 

§         Focus on competencies that make a difference.  Rather than offer “leadership development 101”, it is more effective to assess the competencies or skills that are most critical to the future success of the business, and focus skill development in these areas.  If Innovation and Strategic Acumen are important areas of focus, then it is beneficial to offer programs that will help leaders build these specific skills. In addition, leverage internal data (e.g., performance management or 360° data) to determine the key development areas for most leaders.  If aggregate data suggests that leaders are strong in Innovation but weaker in Strategic Thinking, this information will help prioritize training needs.

 

§         Take learning and development out of the classroom.  Many organizations are creating activities that provide on-the-job learning opportunities such as action learning projects where leaders work on solving real business problems.  Recently, an insurance company recognized that there was a need for its senior managers to enhance their level of customer focus and financial acumen.  The CEO sponsored an action learning project where these managers worked in teams to solve two important business issues.  The teams generated high-quality recommendations to address these challenges, while gaining knowledge that addressed their top development needs.  Other companies are using on-the-job training opportunities, cross-functional teams, or rotational assignments to help leaders enhance their skills.

  

§         Focus on high potential leaders and critical roles.   Rather than using a “one-size fits all” approach to talent management, focus on high potential leaders who will be critical to the future success of the organization.  The best practice to high potential identification is to use some form of assessment to provide objective data on these leaders.  In addition, determining what roles are of strategic importance to the company is another worthwhile step to ensure that there is a talent pipeline for those roles.  While succession for key executive positions (e.g., CEO, CFO, and COO) is important, it is also beneficial to identify potential gaps in bench strength for other critical roles (e.g., sales management positions) throughout the organization.  Investing differentially in talent is a strategic decision that pays off.

 

§         Offer alternative delivery strategies. Due to travel restrictions and opportunities to increase efficiency, many organizations offer online training programs or blended learning solutions (a combination of web-based and in-person meetings), which results in tremendous savings.  Other organizations are using internal resources to facilitate their leadership development programs.  Rather than simply reducing the number of leadership development programs offered, use creative ways to ensure that leaders receive the necessary training to be successful in the future.

 

§         Measure the impact of leadership development on business performance.   Companies with data that illustrates the return on investment (ROI) of their leadership development initiatives have a powerful business case for talent management.  Senior executives who understand the importance of strategic talent management continue to invest in their leaders.  Therefore, it is important to implement a measurement plan that will help demonstrate the value of talent management initiatives.  For example, data that shows the link between leadership development and customer satisfaction or other business metrics is particularly compelling.

 

Companies that invest in talent during tough times are more likely to see the pay off when tough times are a thing of the past.

Formula for Tough Times: Four Ideas to Maintain Morale and Productivity

It’s tough out there and companies are looking for ways to maintain employee morale and productivity.  We wanted to collect practical suggestions that work in the real world, particularly in today’s environment, so we went directly to managers and HR professionals to find out what they were doing to keep people engaged and focused on results.  We found four best practices that were consistent across our interviews. 

 

Increase disclosure.  Employees are always interested in the company’s financial health and leadership’s view of industry and competitive conditions but tough times heighten the need for timely information.  The majority of companies we spoke with are increasing the frequency, detail, and amount of information they are providing. 

 

Dust off recognition programs.  Although many companies have recognition programs in place they are often not being used effectively.  A quick win for many companies is to ensure managers use available recognition programs.  These range from an e-card/thank you note to more substantial monetary rewards.

 

Find alternatives to lay-offs.  Despite how bad things are, this will turn around and companies want to be prepared when they do.  In addition to the pain lay-offs cause individuals, many companies also suffer when the inevitable turn around comes and they discover they don’t have the right people in place.  To reduce costs yet avoid this problem organizations are experimenting with unpaid furloughs, salary freezes or cuts, four-day work weeks, and reducing contributions to retirement and health plans.  These actions are still painful but they are seen as the lesser evil and better in the long-term for both employees and the company.      

 

Involve employees.  Encouraging employees to contribute ideas for cost savings and process improvement accomplishes two important objectives.  Not only do some of the best ideas come from the employee population but involving people in decisions that affect them decreases the feeling of uncertainty.

 

It’s easier to keep employees motivated when times are good.  Exceptional leaders and organizations use a combination of traditional and innovative ideas to maintain high levels of morale and productivity in a challenging business environment. 

 

Share your best practices with others.  We are interested in hearing what you or your company is doing to maintain morale and productivity in today’s economic and business environment. 

Beyond the Bonus: Five Ways to Engage and Retain Top Talent During Tough Times

It’s been a tough year.  Bonuses were lower than expected or were non-existent and next year may not be much better.  The company’s success depends on retaining a motivated workforce but how can you retain top talent and keep them focused on results without a big payday at the end of the year?

Research has shown that earnings and benefits have a combined 2% impact on job satisfaction and engagement, while job quality and workplace support have a combined 70% impact.

 

What does this mean for your company?  The research points to five practices a leader can use to retain and engage talent, especially when tough times make bonuses questionable. 

 

§         Create a sense of purpose.  Engagement and retention improves when people understand how they connect to the “Big Picture” and how they make a difference. Feeling connected to the people you work with also helps create a sense of purpose.

 

§         Provide meaningful work.  Allowing people to do what they do best and make a significant contribution is key to engagement and retention.  Also providing opportunities to learn and grow is icing on the cake.

 

§         Solicit ideas.  Involvement in decisions gives people a sense of control in uncertain times, shows them their opinions matter, and improves decision acceptance.  

 

§         Let people know where they stand.  Setting tough but realistic goals is motivating even in a tough environment.  Clear goals are only part of the equation.  People need regular feedback so they know when they are on track and recognition when they achieve key milestones. 

 

§         Enhance trust and communication.  Trust is built when leaders improve credibility by being candid, demonstrate reliability by ensuring their actions are consistent with business objectives and values, and and are accessible.  The more people feel you are focused on them, rather than on yourself the more they trust you.

 

Not being able to give bonuses is a concern but following these five proven guidelines will help prevent your best people from leaving.

Four Actions to Keep Your Business Out of the Performance “Red Zone”

It’s not news that this is an extraordinarily challenging time.  Sharp cutbacks in consumer spending and credit have created an environment of fear and uncertainty among employees and leaders alike.  During tough times unless a business gets its leaders’ best thinking, it is in danger of sliding into the performance “red zone” where profitability and even survival are in question.

There are, however, four things effective leaders can do to avoid the performance red zone and keep the business moving forward.

 

Don’t Panic.  Effective leaders don’t let fear drive decision making.  Fear can make a leader “hunker down” and wait for better times.  It clouds their judgment and causes people to make poor decisions.  During tough times the best leaders are optimistic yet realistic.  They focus on the business’ basic success factors yet remain open to new ideas.

 

Maintain customer loyalty.  This is the time to sharpen the focus on customer needs and add value rather than nickel and dime them.  Although some cut backs are necessary, the most successful leaders know that it still makes sense to spend where it adds value.  And, with the right choices, a small expenditure can have a big impact. The manager of a Best Buy store in Manhattan understood this when she arranged to have a dog sitter at her store to make it easier for customers to shop.

Focus your business model.  To add value and still reduce costs, a business should focus on enhancing efficiency and reliability.  Top leaders and their teams know where and how to cut cost without impacting service or quality.  This point has been made painfully clear to the US auto industry and shows the impact of the inability to balance these two demands.

Build trust.  Because tough decisions often have to be made, a leader may erode trust.  Trust can be maintained or repaired if leaders improve crediblity by being candid, demonstrate reliablity by ensuring their actions are consistent with business objectives and values, show genuine empathy and be accessible.  The more people feel you are focused on them, rather than on yourself, the more they trust you.

 

Delivering results when the economy is strong can be challenging but the real challenge is delivering results during a downturn.  These guidelines can help leaders be a winner and keep their business out of the red zone.

 

Tell Us Your Story

What are you doing during this difficult time to maintain high levels of employees morale and to keep people focused on results?