[DOWNLOAD] "Leading In Turbulent Times" by Eric Beaudan # Book PDF Kindle ePub Free
eBook details
- Title: Leading In Turbulent Times
- Author : Eric Beaudan
- Release Date : January 01, 2002
- Genre: Business & Personal Finance,Books,Management & Leadership,
- Pages : * pages
- Size : 691 KB
Description
While driving change is often at the top of the CEO’s agenda, it is important to shift to neutral for brief periods of time to recapture energy. Rather than implying being idle, slowing the pace of action means pausing long enough to take stock of the current situation and determine what must be done to respond. It allows leaders the time to acknowledge the facts, be visible, reassert purpose and foster new leaders. Leaders must learn to use the platform of momentary shock to create a break in their operational tempo and acknowledge the facts, however unpleasant. Acknowledging the facts must then quickly lead to new leadership behaviour—being visible, on the front lines, to let employees and customers know that this is not business as usual. Being visible sends the signal that leaders are not in denial, waiting for the storm to pass. In times of crisis, visibility equals credibility. By being visible, leaders fill a yearning for comfort and pain-sharing that cannot be left unattended. The next task for leaders at a turning point is to reaffirm the organization’s core purpose, explain why it is still valid or about to change, and let that bridge transport people into the new reality. The task of rebuilding purpose involves three crash actions: reaffirming the vision and strategy for the business, setting realistic short term goals, making what really matters clear. The first matter of attention in the fight to foster new leaders is to disperse leadership across all fronts. The second requirement is to demonstrate the right touch in communicating with people, allaying the sense of apathy, anger or frustration that can overcome people as they battle with new difficulties. Third is finding ways to let people see how they are contributing to the rebuilding effort. Finally, leaders need to recognize the ordinary before they can once again focus on the extraordinary; during extraordinary times, leaders must treat a return to regular work habits as an accomplishment.
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