The Corona Crisis (COVID-19) is a crisis unlike any other to navigate and lead through. What organizations need now, more than ever are “real leaders”. Authentic leaders that are straight-forward about what they know, what they do not know yet; and, the steps they are taking to get there. Authentic leadership calls for transparency, communication, compassion, dialogue, and courage - giving our teams the comfort and support to cope with the pressure and the tools to make fast decisions and adapt the daily operations to the changes in customer behavior and market demands.
Emphasize experimentation and learning.
To navigate this crisis, leaders will have to quickly get comfortable with this “new normal” of uncertainty and chaos, by recognizing that they do not have a crisis playbook. Every organization is forced to reevaluate their organizational structure, growth strategy, product portfolio, logistical set-up, go-to-market model, and cost-cutting/OPEX will be a top priority in any management team and board room. This opens opportunities for experimentation and learning, with a commitment to navigating point-to-point through the turbulence, adjusting, improvising, and re-directing as the situation changes and new information emerges. Courageous and authentic leaders understand they will make mistakes along the way and they will have to pivot quickly as this happens, learning as they go. As uncertain these times are, it is certain that people need your authenticity to lead them through changing times.
Developing our Authentic Leadership is necessary during this crisis!
Authenticity means being genuine – and within leadership being genuine implies that we draw on our values, beliefs, principles, morals, which all become a ’guiding compass’ in the job. A compass that leads us on a journey of constant learning and growth, by exploring our strengths, recognizing our weaknesses, and taking full accountability for the impact we have on others. But, no one can be authentic without fail; everyone behaves inauthentically at times, saying and doing things we will come to regret, we get mirrored in self-doubt, and question which decisions to make. Authenticity is built, mastered, and grown through the exploration of trying new things, adjusting to the people around us, building stronger trust to fellow colleagues, communicating openly, admitting mistakes, engaging in reflection, and finding the courage to be imperfect.
Your “behavior” is a testimonial to develop your authentic leadership!
Start with this question: Is your behavior as a leader sometimes a replica or mirror of your own past leaders' behavior?
Think about your so-called “upbringing” to become the leader you are today. Who has impacted your leadership style? Who has been your mentor? Who has challenged you to believe in yourself? Who has been your worst nightmare? Who has been your inspiration? And most importantly how does your behavior as a leader reflect each of these people?
One of the biggest eye-openers to me was the day I had the courage to look at my own behavior as a leader during multiple scenarios and identify which of the behavior was my authentic self of being true to my values, and which was a result of my “upbringing” as a leader - from being a prof jumping rider in my teens having very tough trainers and during my carer, meeting many inspirational leaders and also very challenging leaders. They ALL have an often unconscious impact on whom we become as leaders.
Vulnerability is surprisingly powerful.
Authentic leadership requires courage to open yourself, to become more transparent, communicate regularly across the organization, and encourage collaboration by letting go of micro-management. All of which start with vulnerability. Think about one of those inspirational leaders that have crossed your path! The leader that dares to say “I don’t know”, without getting insecure. The leader who admits a mistake and takes full responsibility, yet never loses confidence. The leader that put the team ahead of their own idea with humbleness. These are the leaders that many of us should strive to be.
Lead with Transparency & Communication. As leaders we need to face the situation and be straight-forward about what we know, what we do not know yet; and, the steps we are taking to get there. Leaders need to face the truth and encourage the surfacing of data, c
onsiderations, and questions which creates acceptance and more certainty among people. I recently had a talk with a good friend of mine, who is a leader in another big organization and we talked about how transparent their CEO was in their monthly town halls. I was surprisingly inspired to hear, just how much they shared, opened up, involved employees, and with confi
dence recognized the big challenges. Luckily, we are seeing much more of this evolving as the new management style in today's companies.
Delegate & Empower collaboration.
Delegating means handing over control and learning to rely on others. This is difficult for many leaders. Delegating is also part of authentic leadership and offers the option to rely on the knowledge and skills of your team. The fact is, that you are not going to know all the answers; no one expects you to. This is a time for you to call on the resources, the capabilities of all of your employees, all of your team members, and bring them together in task forces, sub-task forces, and potentially have a role for everyone in which they feel they can contribute to overcoming the uncertainty, overcoming this difficult time.
Adaptability. It is crucial that leaders monitor thei
r words and behaviors carefully to be attuned to their impact on others and adjust accordingly with every step. This enables tailoring the style to the audiences, imperatives of the situation, and readiness of our teammates to accept different approaches. There are times when we as leaders have to make difficult decisions that are sure to displease people, and they’ll need to give tough feedback. At other times we need to be inspiring, good coaches, and consensus builders. These flexible styles aren’t inauthentic if they come from a genuinely authentic place. It is my experience that the leaders that develop greater self-awareness, by exploring their life stories, start feeling more comfortable being authentic and gain confidence and resilience to face very difficult crises.
We — all of us — will be remembered for how we manage ourselves and others through this crisis. How will you, your team and your organization, connect, adapt, and progress? How will you as a leader emerge from this experience stronger?
All the best to you,
Camilla
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