Behaviors of a Leader
Leading in a Crisis
We’ve jumped from one crisis to another. Your families, teammates, and employees are more emotionally exhausted than ever.
Positive leadership in a crisis is of paramount importance for keeping people focused and calming nerves. At Handler, we believe there are both key public and key private behaviors that leaders like you should consciously practice in times like these as referenced in our previous newsletter What Now?
Publicly, good leaders engender a positive, trust-building presence. Motivating people to common goals and common good works best when in partnership with deliberate calmness, ‘bounded’ optimism (optimism balanced with realism), and empathy for all the stress and hurt people are feeling at work and home.
To be their best in public, good leaders practice some private behaviors and look for opportunities to tie together the cohesive fabric of their teams. It is essential for leaders to take care of themselves and actively manage their stress. Resetting your mindset on gratitude is such a powerful concept, especially in concert with sleep and exercise.
Sharpness fosters clarity. A clearer mind enhances the ability to listen closely to and discern the validity of new ideas or insights. New insights allow for important navigation adjustments and clearer guidance to your “network of teams” (more on that in a future blog).
In the now normal we are experiencing, you don’t have to personally have all the answers. But by using your public and private leadership traits, you can build a culture where ideas flourish, teams are motivated, and are rallied to the common cause.
You, the leader, set the tone.