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FC Member Blog

The Leader's Edge in Tough Times

BY Ray WilliamsWed Apr 15, 2009 at 9:50 PM
This blog is written by a member of our blogging community and expresses that member's views alone.

The current turbulent times are not, as many observers would like to see them, unusual. Rapid turbulent changes create the "perfect storm" for leaders in the 21st century. Just when business survives a serous challenge, another wave of change creates huge challenges. We turn to our leaders to hear that we're okay, and our future will be better.
To sustain this public belief in them, leaders must have a strong personal connection in their visions, and an unshakeable personal belief that strategies can be implemented so the vision survives and endures.
How do leaders do this?  Eileen Rogers, CEO of LeadershipSigma, says that a leader's optimism and positivity are the keys. She argues that the best leaders have certain qualities in common during tough times:     •    an amazing ability to see beyond the current           reality;     •    an ability to make great decisions with                     incomplete information (intuition);     •    an integration of empathy for others and                 energy that aligns others to their cause;     •    their ability to view all events with optimism              and a positive frame of mind.
Usually, when we hear the term optimism, some people believe it's the simple view that everything is okay, even if it isn't. Optimism doesn't mean ignoring reality, but rather it is one's ability to see alternatives, possibilities and different perspectives in any situation so a desired outcome can be reached. Famous conductor Ben Zander writes about this in his book, The Art of Possibility.
Great leaders actually are energized by challenges; and often face adversity with not only courage but humor. Randy Pausch, a famous Carnegie Mellon professor who died of cancer in 2008, gave his last lecture, in which the showed CAT scans of his tumors while breaking the audience up with his humor.
The truth of the issue is that all events in life are inherently neutral. We make a decision whether they are positive or negative. For some this comes from a natural pessimism or natural optimism.  According to psychologist Martin Seligman, author of Learned Optimism, pessimists are more likely to view an event they see negatively as the beginning to a spiral of more negative events, and become more close-minded. Optimists see the same situation as only temporary and the future full of possibilities.
Optimists build resiliency, which is a characteristic of great leaders. Optimistic leaders cope with setbacks and bounce back better than pessimistic leaders. Optimistic leaders energize their constituents to rally around a vision of a better future, and transform the mental and emotional atmosphere. Management guru Warren Bennis once said, "optimism is about possibilities, change and hope. Without these qualities, how can any leader succeed?"
Rogers suggest some ways that leaders can improve their optimism and positivity:     •    develop an optimistic interpretation of the                  current reality     •    reframe the current situation     •    connect your view of the future to your core              belief system     •    look at the big picture, not just the                           accumulation of small snapshots     •    foster emotional resilience in others     •    quarantine adversity--contain the negative                impact as temporary, specific and external                to your yourself     •    control what's in your power and don't worry           about what's not     •    engage others--avoid the temptation to                    withdraw into your castle     •    ensure the atmosphere around you is positive     •    embrace change--it's the one sure thing     •    use your imagination to rehearse success
We are at one of those turning points in history where the kind of leaders we have and how they exercise that leadership are critical to the kind of world we will live in. Optimistic and positive leaders are needed, and the rest of us have a duty, not just to support them, but insist on that kind of leadership.
Ray Williams is Co-Founder of Success IQ University and President of Ray Williams Associates, companies located in Phoenix and Vancouver, providing leadership development, personal growth and executive coaching services. www.successiqu.com 

Topics:

Leadership, Management, Careers, Work/Life, happiness, success, teamwork, workplace, Ray Williams, Vancouver, Phoenix, Martin Seligman, Eileen Rogers


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