KEY POINTS:
It's easy to be distracted and become despondent with all the recent bad economic news, but Pete Clark, a Sydney-based business coach with leadership consultancy RogenSi, says now is the time to focus.
"We're focusing on people's ability to remain in a good state while all around them
is going off.
"We're recommending some self-beliefs or tapping into the inner beliefs that we have about how we're able to cope and endure through adversity," Clark says.
Clark gives seminars on mastering personal motivation and leadership in challenging times and says if you remain focused at what you're good at, opportunities will present themselves. Everyone's going through tough economic times at the moment but those who remain positive and upbeat will make it through.
"Keep your mind focused on what it is you're trying to achieve and therefore the behaviours, the disciplines and the activities that will lead to the advancement of that goal. It may be that you don't necessarily achieve the goal in the timescale that you set because of the market conditions, but you're still travelling towards that goal."
Clark says the aim is to deal with adversity and learn from it rather than succumb. He says managers need to galvanise around a singular purpose while individuals should galvanise around a particular aspiration or goal.
"You have to have a picture of the outcome. You have to know where you're heading. That's an obvious response."
Clark says mentally tough performers stay focussed on the how-to of the process they need to complete.
"Their daily activity is focused on the things they need to do to cross the line. They're obviously not focused on the outcome of crossing the line. It's more, `Well, In order to do that, what does it take?"'
Clark says it's best to think of simple, easy to articulate steps to head for the goal. But in the current economic climate, the goal is likely to need resetting, so managers need to be aware of the changing dynamics.
"For managers, this is a critical time for them to realise the difference that they make. I think there is some courage required for them to step up. What the team members need from them is almost an unshakeable confidence in their ability to succeed regardless of the current circumstance."
In tough times not everyone accepts a loss. Some businesses ride out the economic crisis quite well. Others even thrive.
Clark says it's someone's mindset which makes the difference. "I will endure, come what may," he says of what the motto should be.
It's not to say that leaders don't have to recalculate their resources and reset their goals in tough times. But resilience and defiance are the keys to endurance.
"To endure, what are the daily, the weekly and the monthly tasks I need to focus on to get there? It's a really singular focus on what to do."
But Clark says this doesn't mean to trudge on blindly hoping everything will work out.
Things have changed. Managers need to reset and articulate the new goals given the changing environment.
"Managers don't fully appreciate the impact that they have. It's a bit of a cliché but our whispers become shouts," Clark says.
Any hints of uncertainty from management are greatly amplified and can quickly erode the confidence of staff. But astute managers, Clark says, can tighten the belt and cut costs while still keeping staff motivated and focused on new goals.
"It comes down to their ability to motivate themselves and others, an unshakeable self-belief and focusing on the right things and learning from adversity."
Clark admits a lot of this is not new.
"Often I think these times shine the light on stuff that we know, we know it to be common sense but it's often not common practice."
Small to medium size businesses in New Zealand could be better equipped to adapt to changing economic conditions but Clark says large corporations can do the same.
"Certainly the big organisations are harder and lack the flexibility but often even within those organisations you have managers and leaders who are very nimble and understand the concepts and therefore are able to galvanise their team.
"Whilst it may not be an easy time, there's something to learn from it. Take control of what we can take control of and let go of what we can't," Clark says.
Geoff Lorigan, director of the Institute for Strategic Leadership, uses a sailing analogy for surviving in these tough times.
"Right now you're going to have to be multi-tasking really. You've got to have your hand on the tiller and ready to let go of the main sheet a little bit if the wind gets up too high."
Lorigan agrees that it's not a time for managers to look gloomy. The attitude needs to be `steady as she goes'. Managers, he says, also need to watch out for the non-verbal cues they're sending out.
"Everyone's going to pick up on the CEO's energy. The energy and attitude of the CEO will flow through to the customer in about 90 minutes. Everyone's watching the way you walk, where your shoulders are at and the look on your face."
Succumbing to the doom and gloom in the media or displaying any negative perceptions can be toxic in the workplace.
Lorigan says managers need to have a realistic but positive attitude to avoid any self-fulfilling prophecies.
"You can start thinking, `What if?' and all sorts of negative things. But I think once you get a positive frame on where you want to go. It's amazing how favourable things start popping up fairly quickly.
"It's not being a wishful thinker, but if you don't have a clear vision of where you're going and if you don't surround yourself by positive people then you get yourself in a mess."
Now is a time for managers to be looking to those team members who can handle stormy conditions without losing their cool.
Lorigan says: "Leadership right now will be not calling on fair weather sailors but people who have a bit of courage and are realistic but positive."
Having the right hands on deck can be crucial. But Lorigan says to respect the relationships which exist among personnel and don't rock the boat unnecessarily.
"One has got to think about the unintended consequences of things and the flow-on effect. At the end of the day, we're not leading machines. We're leading social organisations where people are connected and we have to be careful that we get the troops with us and certainly don't get them backing out," Lorigan says.
A short-term vision might be to immediately cull staff numbers, but Lorigan says to focus longer term.
"The temptation is to cut back all over the place. I think the important thing is not to cut muscle. If you lose critical people, when you come out of this you've got nothing to move forward on."
Lorigan suggests that managers speak with other managers, mentors or leaders about the current problems they face.
"We're often too close to see the obvious. Having a listening post and having someone come back and say, 'Is this the right time? What impact will this have indirectly?' A problem shared is a problem halved."
Seeking managers' advice from outside the organisation is the best approach because people from your own company will likely be in the same boat as you.
Lorigan uses this method himself.
"Before I went to an important board meeting, I would always do that. So I've thought about all the questions and answers before I got there."
Lorigan believes that the current economic cycle might be more than the usual seven-year cyclical movement that the markets have seen in the past.
But nonetheless, he says people will weather it.
"It's looking more like a 30 to 50 year job than a seven year cycle right now but with this will come opportunities too. Opportunities will only come to those that attract them. Those that are down are probably not likely to attract them or grab them when they come along."
Lorigan says people need to have courage even if it turns out we're in a long-term economic downturn.
"My philosophy is, 'Well, if it all turns into custard, we'll all be on the beach and we can have a bit of fun together."
Contact David Maida at: www.davidmaida.com
