In every life, a little rain must fall.
At least that’s what Ella Fitzgerald’s famous song said. Let’s be honest, she was right. Henry Wadsworth Longfellow’s poem, The Rainy Day, conveys the same truth.
No one gets out of this life without scars.
The same is true for every company.
When the storms do come, as the leader you do not have the benefit of freaking out in front of the team. Doing so will only incite more panic.
It is your job to help answer the question:
What is the next step?
The team is nervous. They are uncertain about the future. They are looking to you for direction, stability, and confidence.
As the leader, you must restore confidence that a better future is ahead.
So, what’s a leader to do?
Set goals.
Begin immediately by setting small, achievable goals.
Assign the tasks required to achieve those goals to various direct reports. When the team meets again, ask for an update from each person who was assigned something.
Be sure to check in with those reporting before the team meeting. They need to have their piece completed and bring a report that shows positive steps forward.
Progress matters.
Even small wins can begin to shift the atmosphere.
What kind of goals should you set?
How often should the team meet?
Who should give the updates?
Start by setting goals that everyone understands.
Perhaps the goal is sales touches. Reaching out to potential clients and speaking to the decision maker would count as a touch.
Sales is usually an easy math formula:
X number of calls leads to X number of appointments, which leads to X number of sales.
In this formula, set a goal for the number of calls the team needs to make. Then gather them together weekly to give updates.
You’ll discover that those weekly meetings will generate momentum.
The momentum comes from accountability.
Do away with simply filling out a paper or online form. Instead, have team members give live updates in front of their peers.
There is something powerful about reporting progress out loud.
It creates ownership.
It creates urgency.
It creates forward movement.
If the crisis is financial, gather the team monthly with an update on income and expenses.
Be clear about how you’re managing cash flow.
After all, a financial crisis will usually impact the lives of team members. Keeping them in the loop is critical to keeping the organization moving forward.
Silence creates fear.
Clarity creates trust.
Project status can also be a critical marker that helps the team look toward the future.
Gather the project managers for a weekly meeting and give each one two minutes for an update.
Be clear on deadlines and deliverables.
Listen carefully.
Ask questions when needed.
If you see a glaring concern, follow up after the call.
Again, these types of meetings create accountability, and accountability creates forward movement.
When the company is in a crisis, set goals.
The goals must be measurable.
They must have a deadline.
Accountability is a must.
Without accountability, things will continue to deteriorate.
Report the results. Show the progress that is being made.
By setting goals and accomplishing them, you breathe life and hope into the team and the organization.
Do that, and you’ll navigate crisis with a higher success rate.
Creating unparalleled experiences,
Chris Adams
Ellis Adams Group is always updating our blogs with the latest and greatest, view more below.
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