Once again, Dickens classic introduction to The Tale of Two Cities captures our times: “It was the best of times; it was the worst of times….” In both uncertain economic times as well as at the height of a boom, effective leadership makes the difference between survival and extinction. Leaders need to take care of themselves, as well as their organizations and members. During economic downturns, and massive layoffs, it is to be expected that ‘employees’ at all levels are ‘distracted’ by worries and fears for themselves and their families and friends. Research tells us that when under stress, people tend to close their minds to new ideas, and ten to reach for the same levers we have pulled in the past. However, research also tells us this is not a thriving course of action.

More than ever ‘leading in times of recession’ demands that leaders have open, broad based and inclusive conversations. Dialogues that are transparent and let surviving employees know the ‘real deal’. Creative debates that invite new thinking to solve new problems and seize new opportunities. These kinds of leadership conversations are characterized by presence ( being in the moment, available and accessible), authenticity ( intentionally becoming the role demanded by this time, this audience, and for this purpose) and synthesis ( the ability to integrate and act in real time) - - these kinds of leadership conversations are Artful Conversations, fueled by Aesthetic Intelligence. What kind of Artful Conversations are you having today?