Human Resources: how you 'show up' matters

Now is the time for leaders to check the shadow they cast

You've probably seen a lot of articles with advice about the challenging times we are in. Most talk about what to do. Few talk about how to think and how to show up.

As we face what is projected to be another tumultuous and challenging year, there is value in considering our new President's words: “It's time for a new way of thinking.”

As Albert Einstein astutely pointed out, we can't solve problems with the same thinking that created them. At Senn Delaney, we believe that those people and companies that will do the best job of finding their way through this difficult time and remain healthiest financially and emotionally will do so by adopting a different, more positive yet realistic mindset. They will better keep things in perspective and thus stay up what we call the Mood Elevator rather than operating from the basement. This will give them higher emotional intelligence to find new answers and adapt better to ever-changing conditions.

Retail leader understands power of mindset and thinking

One CEO we work with heads one of the larger retailers, and no sector is being hit harder. He understands the power of mindset and thinking better than most. He recently sent his leaders across the country a series of notes about thinking and its impact on behaviors and results. Among his comments:

“This is a very difficult time for us for retail, the country, the world. I know there is a feeling of what's next and some disappointment in performance. I feel and think the same thoughts. But I also think we are fortunate to be in the position we are — great brand, great leaders, and good thinking. A future to be optimistic about.”

“We cast a shadow and can be a light — when our thinking, action and performance are directed.”

For 30 years, we've been guiding CEOs and their executive teams to create healthy, high-performance cultures. Part of our work involves opening up the team at the top to new ways of thinking, unfreezing entrenched behaviors and thoughts that might prevent new or changing strategies from succeeding. Our approach and methodology also enables leaders, teams and individuals to be at their best. This is easier to do in good times, but it is a requirement of leaders in the worst of times.

Some key guiding principles

We have learned some valuable lessons in working with many leaders in good times and during times of crisis. Among the principles that help leaders guide their companies through stormy seas:

Lead by living the values that have been defined as the roadmap for success.
Reenergize, engage and align employees around those core values and why they matter even more now.
Remain clear and focused on your long-term strategic plan and communicate honestly and frequently about what is realistically achievable.
Renew focus on adaptability, collaboration, trust, innovation and accountability.

Leaders have frequently told us that creating a healthy culture has helped them build a strong foundation that enables them to be more resilient, flexible and adaptable in a changing business environment.

Dallas-based Atmos Energy has such a culture. Despite many challenges in the industry, the natural gas distributor recently reported a strong balance sheet, stable credit ratings and funding and paid its 100th consecutive dividend to shareholders. CEO Bob Best shares his thoughts about leading in turbulent times in our January 2009 newsletter, at your best.

He said: “Work on the things that you can control. Build a healthy culture, and you're able to withstand some ups and downs and not lose your confidence or try to go out and make wholesale changes. Most of what we're doing today is making minor changes as we go.”

Another example of exemplary leadership we observed in 2008 was our work with Corinthian Colleges, one of the nation's career education companies. We were engaged to build a culture of leadership, accountability and relentless execution around the organization's strategic operating plan following a number of years of growth by acquisition. The top leaders were making wonderful progress at coming together in alignment and accountability around their goals when the sub-prime financing crisis struck. It was clear that it would have a potentially devastating effect on student funding. The leaders quickly responded by operating from a healthy state of mind and alignment to come up with an innovate mix of funding sources, including pay as you go, and expansion of its own lending program to reduce reliance on third-party loans.

The shadow of influence: An obligation of leadership

Everyone who chooses to be a leader has a special obligation to be aware of the shadow of influence he or she casts. This is critical in a prolonged downturn. Employees look at the actions of their CEOs and senior teams to see how they are responding. Are they visible? Do they communicate? Do they show caring and concern? Are they living the values of the organization at a time when this is needed most?

Actions speak louder than words. People look up to those who have influence over them, and often begin to emulate at least some of their behaviors. If turf issues exist at the top, you can bet they are alive and active down in the organization. The same is true for trust, coaching, appreciation, stress and most cultural traits.

Most leaders take accountability for their actions. That is how they got to be leaders. What they often don't take enough accountability for is the very way they “show up" every day. If they complain, don't show enough appreciation, have low energy, are in a low mood, don't listen or aren't respectful, they should expect that those who report to them are likely to do the same.

Perhaps the most important thing we have learned is that quality of thinking determines behaviors. Good decisions are rarely made when people are operating on the lower end of the Mood Elevator (impatient, frustrated, irritated, worried, anxious, defensive, judgmental, stressed, burned out, angry and hostile and depressed.) Leading while in a low mood is like driving on an icy road; be careful and don't make sudden moves.

Leadership is often defined in the most difficult of times. Operating from a feeling of gratitude, hope, optimism and resourcefulness improves quality of thinking and leads to making better decisions for the greater good. This will yield the best results for organizations.

So, ask yourself, how's your shadow these days?

Dr. Larry Senn is Chairman and Founder of Senn Delaney. Founded in 1978, Senn Delaney was the first firm in the world to focus exclusively on tranforming cultures. It is widely recognized as the leading international authority and successful practitioner of culture shaping that enhances the spirit and performance of organizations.