Caret works with many highly effective leaders and we diligently review best practice research and writing in this area. We know what good leaders used to do - but in many ways we see leaders in an unprecedented time of challenge. In this article, Steve looks at some of the latest research into the leadership characteristics required during turbulent times.

Historically, leaders have faced greater pressures than our generation, but rarely with such complexity, or such a need to influence and motivate people. And the immediacy of communication is a further challenge with every nuance projected  halfway across the world in minutes.

In his latest research, How the Mighty Fall: And Why Some Companies Never Give In, world renowned leadership authority Jim Collins reveals how organisations working in the same context, and with the same assets, opportunities and challenges, have gone in very different directions according to the decisions of their leaders. Times may be tough, he maintains, but failure is not guaranteed – organisations can, through rigorous actions and determination, succeed in turbulent times.

Author Ram Charan, widely respected as an expert in strategy and organisational capacity, offers another perspective on the challenges ahead in his book Leadership in the Era of Economic Uncertainty. The current situation cannot be underestimated, he warns, and any attempt at business – or leadership - as usual would be disastrous.

He makes some bold assertions about the need to change leadership approaches – not least in terms of how leaders allocate their time and energy. Some of the established guidelines hold true and he reiterates the key elements of Kouzes and Posner research over the past thirty years and strongly concurs with Jim Collins calling for level five leaders - those prepared to put their ego to one side in the best interests of their organisation. 

Charan identifies six key leadership characteristics for 2009 – and from our work with leaders actively addressing today’s challenges we endorse his list and add a seventh element:

• Leading with honesty and credibility:
  This is a crucial time for leaders to ensure they are trusted so that people will follow them. 
• The ability to inspire:                 
  Caret’s research shows leaders inspire in different ways. Charan reminds leaders of the need to start by inspiring their immediate reports. 
• Real time connection with reality:  
  Currently, reality is a moving target and good leaders deliberately track it. Leaders will also need to be expert listeners and beware of trading on assumptions.
• Realism tempered with optimism:      
  A clear vision of what is possible if people respond to the challenges ahead.  In our experience vision on its own can actually be paralysing in these times – people need short term goals and focused messages.
• Managing with intensity:
  More hands-on leadership, digging more deeply into the detail, following up hunches and concerns and gaining ground level intelligence.
• Boldness in building the future:
  Ensuring there is the capacity to move forward when the opportunities present themselves. 
• High impact one-to-ones:      
  Clarifying future actions, constructively challenging for performance improvement, gaining real commitment to deliver and creating team collaboration.

Leadership is not a solo activity... the leader’s ability to get their team working effectively together, tackling tensions quickly and ensuring effective joint working will be essential if senior teams are to project the behaviour they want to see further down the organisation. The team cannot wait for formal meetings to share information, flag concerns or discuss changes – it has to be dynamic with lots of conversations and decisions ‘on the hoof’.

Leaders need to be aware that many people are looking to them for reassurance as well as guidance. They need to be more visible and not underestimate the impact they have on energy and the morale within their part of the organisation.

Leaders will also need to challenge people to change, to raise their game, have a clear focus and to make difficult decisions, whilst at the same time demonstrating that they are listening, encouraging new ideas, and that they understand the pain and difficulties people are in.

The story of 2009, 2010 and 2011 will be one of continuous change – for it to succeed the change needs to start with us as leaders:

• How must I change my style?
• Manage my time differently?
• Focus on the areas where I will make the biggest impact?

The deliberate approach to how we lead in turbulent times really will determine our success.

© Caret, 2009. All Rights Reserved

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