Five things smart leaders do in tough times


Published on

Smart leaders act strategically in tough times. While they do focus on cost cutting and other means of conserving resources, they also operate five key strategic levers to focus their attention and to engage their staff.

Published in: Business
  • Be the first to comment

  • Be the first to like this

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

Five things smart leaders do in tough times

  1. 1. Five things Smart Leaders s Part of the "Living Organisation"do in Tough TimesSmart leaders actstrategically in toughtimes. While they do payattention to costs, theyalso operate five keylevers to focus theirattention and to engagetheir staffDr Norman Chorn | | www.normanchorn.comWe all seem nervousAs I write this article, business leaders in Australia seem nervous about the future. Themedia is filled with reports of layoffs, postponement and cancellation of projects. Even themuch vaunted mining and resources sector - the so-called saviour of the Australianeconomy - is showing signs of a slowdown in growth.But the fundamentals of the Australian economy seem sound, at least in comparison withthe rest of the developed world. What is causing this tentativeness in business leadership?Perhaps we are simply uncertain about the future, or lack confidence in the leadershipshown within the political arena. Whatever the reason, we are entering the usual round ofcost cutting and job shedding as enterprises try to prepare for the uncertainty ahead.Ironically, this simply adds to the general malaise and slowdown in economic activity.So what can smart leaders do in these tough times? Rather than simply repeat the moreobvious measures many of you are already taking1, I have focused on five strategic leversthat smart leaders can address when times are tough.Knowing and doingIt is important to focus on what you KNOW as well as what you DO in times like these. Andthis focus should address both the PEOPLE and the THINGS that relate to theorganisation. Diagram 1 below depicts this focus.1 These include things such as managing cash flow, reducing unnecessary expenditure and lowering debt. 1
  2. 2. Knowing Strategy(as( Ra.onal( Love( op.mism( People Strategic) Things intui,on) Engaging( Rapid( the(mob( prototyping( DoingFive strategic leversUsing the model above, we can identify five strategic levers that smart leaders can pullduring tough times:1. Define strategy as LOVEMost strategic plans are based on the assumption of “warfare” - ie that we under someform of attack and that we have to win in order for the business to be successful.Potentially, this mindset can be extremely limiting, because it puts competitors at thecentre of your thinking. And if you do that, then there is a tendency to watch yourcompetitors and use them as a benchmark. But what if there was a different way of thinking about strategy? What if we thought aboutstrategy as LOVE instead of continually thinking about strategy as WAR? What newinsights would that afford us? For a start, it would remind us that customers - notcompetitors - are the centre of of our business. It is customers’ problems and unsolvedneeds that we need to focus on, particularly when times are tough. This focus and attitudewill resonate with staff more deeply than cost cutting or improving the return on assets.2. Be a rational optimistIt’s easy to understand why quick fixes and short-term solutions are rife in tough times.Leaders want results - and they want them quickly. But we can only generate value for ourorganisations if we take some time to understand what is really going on before acting.Correlation does not imply causality. While your sales might increase as the market grows,it does not mean that the market growth has caused your increased sales.The key is to understand the wider system of which you are part and to identify theleverage points. Rational optimists believe that they can and will make progress by pursinga bold, but sensible, approach. It is a balanced understanding of the whole system.Rational optimists develop a realistic view of the market and their situation, but theirdefining point of difference is that they don’t give up on themselves. 2
  3. 3. 3. Do rapid prototypingAs we move into tougher and more complex times, the relationship between “cause” and“effect” breaks down. Best practice ceases to be a goal for which leaders can strive.Usually, there is no ONE answer or best way. And so, the only sensible way forward is toexperiment, observe, learn and adapt. Beta, better, best may be the catch cry in thisscenario!2There are some powerful emotional barriers to be overcome in this practice, however.Firstly, most leaders are wired to finish tasks before abandoning them, and are hardpressed to admit failure. It is obvious that we may have to kiss many frogs before we findthe prince! Secondly, organisational systems are not geared to support multiple initiatives,each with many points of learning and adaptation. Our organisations prefer a few welldefined projects where we can predict the outcomes with some accuracy.These are barriers we will have to break down if we are to move forward in these toughtimes.4. Engage your smart mobThis is about engaging your staff in your tough journey. Engagement is achieved bybuilding a community around an agreed purpose. There are several elements to thisexercise: a) Clarify your purpose: As mentioned above, this is best done around something staff can identify with, such as creating customer value b) Generate some activity: Identify some concrete things that the organisation can do in order to create this customer value c) Develop some content around the activity: Provide some rationale as to why this activity will create customer value, and how the additional customer value will assist the business d) Engage staff with the results: Provide a transparent metric that will demonstrate the progress being made towards the creation of customer value.The Continental Airlines example 3 of the late 1990’s provides a good illustration of thisapproach. When Gordon Bethune was appointed CEO in 1994, he was faced with a poorlyperforming airline and highly alienated staff. While he had to make obvious expenditurecuts, he was acutely aware that he needed some way to engage staff to join him on thisjourney. Traditionally suspicious of the metrics and public information generated bymanagement, staff were unlikely to believe any internally generated data. And so Bethunechose the “on-time departures” figure that was regularly generated by the FAA.By demonstrating that on-time departures would create real customer value, Bethune wasable to engage staff in an effort to lift the performance of the airline. He also arranged tohave this figure (generated by the FAA) visible to all staff. Moreover, he promised a $65bonus to all staff each month that the performance of the airline showed improvement. Theimprovement in performance was significant, as was the level of staff engagement.5. Use your strategic intuitionStrategic intuition is the ability you have to solve unfamiliar and challenging problemswith a flash of insight - usually after a period of mulling it over. Strategic intuition is acombination of rational thinking and creative imagination, and is generally evoked when2 I first heard this term used by Geoff McDonald, the BookRapper3 I was introduced to this case by Steve Major of Trusted Authority Partners 3
  4. 4. you face an unfamiliar challenge and allow yourself time for reflection. This is contrastedwith expert intuition, which occurs when an expert encounters a familiar situation. Inthese cases, the expert is able to make make a snap judgement because of their vastexperience and the familiarity with the situation4 .Strategic intuition occurs when you recognise the situation is new - and turn off your expertintuition. This is an important distinction, because expert intuition is often the enemy ofstrategic intuition.Releasing your own strategic intuition depends on a number of factors. But an importantaspect is the ability to develop the so-called “beginners mind” - i.e. where you deliberatelypush aside what you know from previous experience and open yourself up to new insights.As we know, existing paradigms offer efficient solutions to common problems, but they canrestrict our willingness to see new and different solutions.Tough situations often represent new and complex challenges where there is littleprecedent for how to respond. This is precisely the situation in which smart leaders allowstrategic intuition to play a part.Smart leadership in tough timesThere is great temptation to knee jerk or seek quick solutions in tough situations. After all,humans are wired to avoid pain and discomfort in their environment. But smart leadershipin tough times demands more. It demands a more strategic approach to deal with theexternal and internal challenges faced by the organisation.The smart approach to dealing with tough times is about: • Viewing strategy as love rather than war, so that you place the customer at the centre of the business • Understanding the whole system within which you operate, so that you can probe the leverage points with rational optimism • Experimenting and building rapid prototypes of new products and services, so that you can learn and adapt rapidly in a complex environment • Engaging your staff with a clear purpose (not profits or expenses), compelling rationale and transparent metrics - so that they work with you through the challenge • Using your strategic intuition to address unfamiliar and complex challenges. Don’t want to read? Subscribe to my monthly Watch my video on same newsletter and blogs topic instead4A good example of expert intuition is the paramedic who is able to make instant decisions when she arrivesat the scene of an accident because she has witnessed many such scenes before 4