How to lead in the face of adversity23 Jun 2015
The business world is fluid by nature. Any smaller issues can quickly become much bigger if a company doesn’t get to grips with them. Of course, much of doing so revolves around having thorough and effective leaders in place.
The ability to turn an ailing organisation around is only possible when a number of people with essential leadership skills are scattered throughout the business. However, such employees will be under pressure to get things right. So, what traits are most useful in the face of adversity?
One of the most important traits a leader can show is perseverance.
Some leaders will fail to look inwardly when dealing with enterprise problems. Research from the Ivy Business Journal noted that those who are not in touch with their own thoughts and feelings will quickly render themselves ineffective.
They will often be adverse to feedback, fail to see the consequences of their actions and respond badly to stress. All of these combine to the point where they are unable to deal with change.
Consequently, the type of leaders who best deal with adversity are in tune with their own emotions. Emotional intelligence is important when dealing with staff. However, it can be utilised when attempting to look inwardly and overcome any stumbling blocks that are affecting the wider workplace.
Periods of adversity are likely to have no quick fix. It’s all too easy to assume that there’ll be a one size fits all way of dealing with issues in today’s business world. This simply isn’t the case.
Actions that are a response to adversity may have to be more long-term and ongoing, as noted by research collated by the University of Kansas. One of the most important traits a leader can show in this regard is perseverance.
Dealing with any wider business issues not only takes a plan that’s mapped out over an extended period of time, but the ability to stick with it and make sure it’s implemented is just as important.
Have faith in others
The best leaders will see any period of disruption as a time to place their faith in peers. This can both individually boost confidence while simultaneously make the job easier for everyone.
A time of trouble can be more easily dealt with once all stakeholders are pulling in the same direction. Enabling that can be tricky, but it is essential in getting the wider enterprise on the path back towards success.