AIRS National I&R Conference 2012 Presenter: Heather L. Pierce, CIRS Dealing With Difficult People.
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L di i Diffi l TiLeading in Difficult Times
June 2009
Presented by:Presented by:Elizabeth C.S. Jamison
MBA DirectorR df d U i itRadford University
©2007 – All Rights Reserved Leadership Development Center
The global economic recession Will lik l ti th h 2009 ith d t t ti i 2010Will likely continue through 2009 with modest recovery starting in 2010
Recovery Begins
•- US•- US
y g
- IBM Estimates National Association for Business Economics , June 2009
“About 74 percent of the forecasters expect the recession - which started in December 2007 and is the longest since World War II - to end in the third quarter. Another 19 percent predict the turning point will come in the final three months of this year and the remaining 7 percent believe the
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the final three months of this year, and the remaining 7 percent believe the recession will end in the first quarter of 2010”
- National Association for Business Economics , May 27th 2009
You don't have to be as bold as KelloggYou don t have to be as bold as Kellogg or as daring as Steve Jobs. But don't
use the long shadow of the economicuse the long shadow of the economic crisis as an excuse to downsize your
dreams or stop taking chances.dreams or stop taking chances.~Bill Taylor, Harvard Business Blogs
Deal with the world as it is notDeal with the world as it is, not how you’d like it to be.
Jack Welch
Antidote 3: Tell it like it is
Build your– Build your leader imageNot this one g
Be this oneBe this one
Eight Common Mistakesg
Too much Lack of interest Too much seriousness
Lack of clarity
Lack of interest
Obvious discomfort Lack of clarity
Self-absorption Inconsistency
Defensiveness Weak speaking skills
From the Center for Creative Leadership, 2009
Leadership ImageLeadership Image
Created through Controlled throughCreated through --– Personality– Behavior
Controlled through -- Written Communication Speaking styleBehavior
– Body language– Speaking style
Speaking style Sharing side normally
hidden
– Status– Physical
New skills Awareness and practice
Vi i f lappearance– Etc.
Vision of goal Authenticity
From Ram Charan~“There are three differences in the leaders in these
circumstances.
1. The first and foremost is defining realism, and then taking the actions now and not postponing g p p gthem.
2. The second thing is orienting people on the new g g p p
reality with superb communications,internally and externally.
3. And the third, coping with the toughness of the existing environment, but positioning the business to change the game after the storm.”
Things to consider…g
D i i d b i d l Downsizing and your business model
Organizational silos
Where does the cash REALLY go?
Where are your people?
The people…p p
I t i l d l Invest in valued people
Diversity matters…maybe more now– Quick quizQuick quiz
Put people in the right place for successp p g p
Lean Thinking – Key Questionsg y Q
What is the real problem?
How do we fix it?
Who is best suited to fix it?
Goals for “After…”
Closer connections with customers– Who are your “customers?”– Name 3 ways you could get closer too y y g
them during this time of turmoil More Creativity from PeopleMore Creativity from People
– What is the energy of “your people” right now?
– What’s the creativity level?– How can you increase these things?How can you increase these things?
What will the best organizations do during this recession?do during this recession? “They'll get ahead of the curve and conserve
their cash.
They'll take out frills and focus on the core. y
And then they'll think of how the market will have changed in two or three years and whathave changed in two or three years and what innovation they will need to have done to compete successfully, and they'll do that p y, yinnovation now.”
~ Ram Charan
Leadership Checklist – For Nowp Provide clear assumptions
Pro ide clear ie of realit Provide clear view of reality Reach out to people Focus on the future Tell people when valued by organizationTell people when valued by organization Deliver bad news personally
Clarify rationale for decisions for Clarify rationale for decisions for observersG Get immersed in operations
Leadership Checklist –F M i Ah dFor Moving Ahead Identify the “new knowledge” Identify the new knowledge Maintain leadership integrity
F th f t Focus on the future Have a vision Create your future leadership image
– Find out what it is nowFind out what it is now– Change behaviors to align with new image
Invest in people Invest in people
E i I i f hExercise: Interview for change
1. How will your department/organization be different in 2-3 years?
2. What is the single biggest challenge facing your organization in the next year?g y g y
3. What are the three things you plan to do about it based on the checklists?about it based on the checklists?