Leadership in a (Permanent) 마이다스 온라인카지노 유니88벳
When the economy recovers, things won’t return to normal—and a different mode of leadership 마이다스 온라인카지노 유니88벳 be required.
It would be profoundly reassuring to view the current economic 마이다스 온라인카지노 유니88벳 as simply another rough spell that we need to get through. Unfortunately, though, today’s mix of urgency, high stakes, and uncertainty will continue as the norm even after the recession ends. Economies cannot erect a firewall against intensifying global competition, energy constraints, climate change, and political instability. The immediate 마이다스 온라인카지노 유니88벳—which we will get through, with the help of policy makers’ expert technical adjustments—merely sets the stage for a sustained or even permanent 마이다스 온라인카지노 유니88벳 of serious and unfamiliar challenges.
Consider the heart attack that strikes in the middle of the night. EMTs rush the victim to the hospital, where expert trauma and surgical teams—executing established procedures because there is little time for creative improvisation—stabilize the patient and then provide new vessels for the heart. The emergency has passed, but a high-stakes, if somewhat less urgent, set of challenges remains. Having recovered from the surgery, how does the patient prevent another attack? Having survived, how does he adapt to the uncertainties of a new reality in order to thrive? The 마이다스 온라인카지노 유니88벳 is far from over.
The task of leading during a sustained 마이다스 온라인카지노 유니88벳—whether you are the CEO of a major corporation or a manager heading up an impromptu company initiative—is treacherous. 마이다스 온라인카지노 유니88벳 leadership has two distinct phases. First is that emergency phase, when your task is to stabilize the situation and buy time. Second is the adaptive phase, when you tackle the underlying causes of the 마이다스 온라인카지노 유니88벳 and build the capacity to thrive in a new reality. The adaptive phase is especially tricky: People put enormous pressure on you to respond to their anxieties with authoritative certainty, even if doing so means overselling what you know and discounting what you don’t. As you ask them to make necessary but uncomfortable adaptive changes in their behavior or work, they may try to bring you down. People clamor for direction, while you are faced with a way forward that isn’t at all obvious. Twists and turns are the only certainty.
Yet 마이다스 온라인카지노 유니88벳 still have to lead.
Hunker Down—or Press “Reset”
The danger in the current economic situation is that people in positions of authority 마이다스 온라인카지노 유니88벳 hunker down. They 마이다스 온라인카지노 유니88벳 try to solve the problem with short-term fixes: tightened controls, across-the-board cuts, restructuring plans. They’ll default to what they know how to do in order to reduce frustration and quell their own and others’ fears. Their primary mode 마이다스 온라인카지노 유니88벳 be drawing on familiar expertise to help their organizations weather the storm.
That is understandable. It’s natural for authority figures to try to protect their people from external threats so that everyone can quickly return to business as usual. But in these times, even the most competent authority 마이다스 온라인카지노 유니88벳 be unable to offer this protection. The organizational adaptability required to meet a relentless succession of challenges is beyond anyone’s current expertise. No one in a position of authority—none of us, in fact—has been here before. (The expertise we relied on in the past got us to this point, after all.) An organization that depends solely on its senior managers to deal with the challenges risks failure.
That risk increases if we draw the wrong conclusions from our likely recovery from the current economic downturn. Many people survive heart attacks, but most cardiac surgery patients soon resume 마이다스 온라인카지노 유니88벳 old ways: Only about 20% give up smoking, change 마이다스 온라인카지노 유니88벳 diet, or get more exercise. In fact, by reducing the sense of urgency, the very success of the initial treatment creates the illusion of a return to normalcy. The medical experts’ technical prowess, which solves the immediate problem of survival, inadvertently lets patients off the hook for changing 마이다스 온라인카지노 유니88벳 lives to thrive in the long term. High stakes and uncertainty remain, but the diminished sense of urgency keeps most patients from focusing on the need for adaptation.
People who practice what we calladaptive 마이다스 온라인카지노 유니88벳do not make this mistake. Instead of hunkering down, 마이다스 온라인카지노 유니88벳 seize the opportunity of moments like the current one to hit the organization’s reset button. 마이다스 온라인카지노 유니88벳 use the turbulence of the present to build on and bring closure to the past. In the process, 마이다스 온라인카지노 유니88벳 change key rules of the game, reshape parts of the organization, and redefine the work people do.
We are not talking here about shaking up an organization so that nothing makes sense anymore. The process of adaptation is at least as much a process of conservation as it is of reinvention. Targeted modifications in specific strands of the organizational DNA 마이다스 온라인카지노 유니88벳 make the critical difference. (Consider that human beings share more than 90% of their DNA with chimpanzees.)
Still, people 마이다스 온라인카지노 유니88벳 experience loss. Some parts of the organization 마이다스 온라인카지노 유니88벳 have to die, and some jobs and familiar ways of working 마이다스 온라인카지노 유니88벳 be eliminated. As people try to develop new competencies, they’ll often feel ashamed of their incompetence. Many 마이다스 온라인카지노 유니88벳 need to renegotiate loyalties with the mentors and colleagues whose teachings no longer apply.
Your empathy 마이다스 온라인카지노 유니88벳 be as essential for success as the strategic decisions you make about what elements of the organizational DNA to discard. That is because you 마이다스 온라인카지노 유니88벳 need people’s help—not their blind loyalty as they follow you on a path to the future but their enthusiastic help in discovering that path. And if they are to assist you, you must equip them with the ability to perform in an environment of continuing uncertainty and uncontrollable change.
Today’s 마이다스 온라인카지노 유니88벳 Tasks
In this context, leadership is an improvisational and experimental art. The skills that enabled most executives to reach their positions of command—analytical problem solving, crisp decision making, the articulation of clear direction—can get in the way of success. Although these skills will at times still be appropriate, the adaptive phase of a 마이다스 온라인카지노 유니88벳 requires some new leadership practices.
Foster adaptation.
Executives today face two competing demands. 마이다스 온라인카지노 유니88벳 must execute in order to meet today’s challenges. And 마이다스 온라인카지노 유니88벳 must adapt what and how things get done in order to thrive in tomorrow’s world. 마이다스 온라인카지노 유니88벳 must develop “next practices” while excelling at today’s best practices.
Julie Gilbertis evidence that these dual tasks can—indeed, should—be practiced by people who do not happen to be at the very top of an organization. As a vice president and then senior VP at retailer Best Buy from 2000 to early 2009, she saw a looming 마이다스 온라인카지노 유니88벳 in the company’s failure to profit from the greater involvement of women in the male-oriented world of consumer electronics. Women were becoming more influential in purchasing decisions, directly and indirectly. But capitalizing on this trend would require something beyond a smart marketing plan. It would demand a change in the company’s orientation.
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