Courage in the Face of Adversity

Politicians are finally showing some courage and addressing challenges critical to the well-being of our country, individual states, and constituents. From health care to Social Security, union entitlements to gross budget deficits – it’s time to make tough decisions about our collective future. I applaud the leaders willing to tackle unpopular issues that have been festering for a long, long time.

Corporate executives are also challenged with adversity, in the form of competitors, pressure to be innovative and profitable, rising costs, the imperative to grow or die, and the expectations of employees. Courageous leaders build strategies to face their issues. They make difficult decisions that aren’t popular with everyone, but that they deem best for the overall success of the corporation. The best leaders also communicate their strategies, plans, and actions so that motivation, reasons, and expected results are well understood.

Courage is required at all levels of an organization. Adversity may be concrete or perceived, but how a leader responds is a test of true management capabilities…

LB is an executive with a large corporation that is winding down an organizational transformation. He squirms as he gives a pink slip to his administrative assistant, bemoaning the pressure he has been under to streamline his department. LB is a cowardly leader.

DB has the unwelcome task of outsourcing most positions in his department, eliminating scores of internal positions. When the strategic decision is made, it is clearly communicated to the team well in advance of the layoffs. All employees receive timely letters detailing their termination benefits, and have individual exit interviews. During the dismantling of the department, DB has an open door policy, and spends many hours in informal counseling sessions that provide some comfort. DB is a courageous leader.

JH’s management team is less than a well-oiled machine. They are a collection of individuals, who do not support their leader well. Some meet their strategic goals, and some do not. JH is frustrated by the dynamics, yet he is not honest about his disappointment, nor does he deal with the situation by holding the individuals accountable for their performance. The leadership dysfunction affects the morale of the entire department. JH is a cowardly leader.

How do you face adversity in your corporation? Be a courageous leader.