Moving your company towards and out of an uncertain future requires courage, faith, and confidence in uncertainty.
When you’re an executive during uncertain times, you might be concerned about:
“How do I determine whether we’re on a correct path to succeed…or maybe, even be able to survive?”
“How do I let the people I’m guiding know which direction to go in next…and how do I do it as swiftly and as clearly as I can?”
Achieving success even in the most challenging of times is best when you have a structure that can minimize uncertainty but not place your team in a rigid position.
They require a shared goal as well as clear communication, an action plan…and flexibility to change as the world in which they’re operating is radically altered.
Create a team that will be able to convert the best intentions and a limited amount of resources into maximum outcomes for your clients as well as your company…before your competition does.
In a situation that is unpredictable, leadership requires the ability to understand your environment and the significant changes that occur in it. You must also have an ability to convey this effectively and inspire an appropriate response in turn.
If you do this then, you provide your company or team a greater chance to adapt well to changing situations and lessen the likelihood that they’ll be caught off guard.
Here are some suggestions to help you create the perfect team signals and applying them effectively in difficult situations:
1. Find the pertinent information you need to be attentive to.
It is not always the case that information is helpful. Most of it is information.
Specific details are essential for your achievement.
Uncertainty and uncertainty don’t need to be a hindrance.
Understanding the signals and signs, you should pay attention to could be the difference between success and failure. It will help you decide the best direction to focus your focus, actions, and resources to be most likely to succeed.
It’s likely that you will find something important you can track, measure and track to aid you in staying on track and move forward and in a coordinated manner.
2. Find out the minimum daily, weekly, monthly, and daily communications requirements of your team to be effective in the present and the future.
At a minimum, who will require details to know what, if you the information available to them?
What is the best time to get the information?
What is the best way to be able to access the information – via which channels and what format to be able to comprehend the information and take action on it quickly under these conditions?
3. Utilize the same terminology…and be sure to use the same vocabulary.
It’s easy to believe that you’re communicating with someone well and then discover that you’re talking about entirely different subjects despite using the same terminology.
Here’s a non-work illustration to illustrate the concept:
What is the first thing that comes to mind whenever you hear “vacation”? (Just to have fun and to give this an image illustration, write it down in sufficient detail to make you’d like to go on this vacation right now).
Ask three people similar questions, and ask them what do they think of when they hear “vacation.”
There’s a good chance that you’ll have four completely different ideas for what vacation should be.
In everyday conversations, it is essential to be together to get any conversation going, mainly if there’s some kind of agreement that you have to come to, as happens on nearly every team.
Communication that is clear, starting with standard terms, is more essential when information is at a snare (if there is any information accessible in any way) and attention spans are limited, and the fear of being a victim is running very high, and the possibility of error is high as well.
4. Listen. Don’t stop talking…really listen.
It’s possible to think that you’re listening even though you’re not. In reality, our thoughts and worries are constantly teeming and entangled with our own thoughts even though we appear to be being attentive.
Then there are those mind-numbing issues of the past, present, and future – and where you’d prefer to be right now.
Keep an eye out for any new information to be released.
5. Make time and create space to have a dialogue between now and later, whenever you’re able.
In uncertain times, you need to have more collaboration than the average. It is impossible to control teamwork, make it a law and expect it, or look it over. I’ve been in a variety of situations where leaders used this approach of seeking to control teamwork without engaging with those whom their personal success relied on.
The most important thing is to encourage collaboration, as followers need faith in their leaders for them to follow their leader at their best.
Develop ways to let dialogue take place in the easiest user-friendly and user-friendly method possible.
This will go a long way in allowing essential data to be able to move out and then back in…leading teams and you to success, even under challenging circumstances.
Jan Richards mentors and provides online training for teams and leaders who are looking to change or improve; however, that change they want to make hasn’t occurred yet due to a variety of reasons. A seasoned business consultant and entrepreneur, Jan has led many companies and teams through a massive transformation and improvement projects. She is located in the ever-changing Silicon Valley and San Francisco Bay region. Her clients are large and small businesses, mostly in biotech, technology, financial services, communications. She holds an MBA in business administration from UC Berkeley and a BS in journalism from Iowa State. She was an examiner at the national level to Malcolm Baldrige’s National Quality Award for five years. Prior to launching her own consulting business, Jan worked for seven years at Apple Computer, where she worked as a leader and team leader who helped improve key business processes such as production, product development distribution, finance and administration, marketing, and sales.