Leadership in permanent crisis

This is one of the leading titles of Harvard Business review Onpoint this summer 2012. We are used to think about leadership in periods of crises. You just have to endure, stay straight, bend a little, lead your team, and then land safely on the other side of the wild stream of crises. But we always thought that ‘on the other side’ there would be a more save country, a more relaxed phase and time. And that was so, for many decades.

Since 2010 we entered in a decade where both complexity of society, politics, media and global movements increase, as well as turbulence and crisis’s increase to a more permanent level.

This could worry us, but can also challenge us to grow in our leadership-competence and leadership character.

When all seems to be out of control:  - you have to give direction-

People, who love to work as professionals, need some predictability and some clarity to deliver quality and at the same time enjoy their work. When the systems around them and the market are changing all the time, this will cost them too much energy; they actually need to produce quality. So you as a leader need to create an environment of:

• Clarity of process
• Room for autonomy to produce
• Meaning and purpose

These are exactly the 3 elements of the concept of Salutogenese (the science of how to live healthy, by Aaron Antonovsky). And if you want to build up any organization or business where professionals can produce high quality products and services, and at the same time live a healthy life and build up a strong resilience factor: these are the 3 elements you will need to build in.

The more we work and live in permanent crises and change, the more these 3 elements need to be developed.

We as leaders are asked to provide them!

1. Clarity of process

• Design a clear focused vision and strategy
• Translate the strategy to realistic projects and achievable goals
• Appoint champions who take responsibility for each project

2. Room for autonomy to produce

• Develop the right space of room for each professional, where he or she can grow into his or her mastery
• Give trust and respect to each of your professionals, empowering them and challenging them at the same time
• Connect your professionals together so they will inspire each other to grow, and give excellent service to all your customers

3. Meaning and purpose

• Connect your personal sense of calling and contribution to society, with the calling and contribution of your organization. Leaders inspire only if they are inspired themselves
• Invite all professionals to find their specific part to play in this great contribution and purpose of you all as a team
• Build up a culture of mutual learning where all are learning from all. Including learning from your customers

Finally: crises and complexity will stay around us, and you and I are challenged to learn to enjoy it and build communities where many professionals can love to work and contribute and be proud to be part of it!

Paul Donders