The essence of my latest book, Real Leadership, centers on nurturing an inner peace to navigate the uncertainties ahead. A business leader must embody the eye of the storm, much like Alka-Seltzer: a source of tranquility that becomes increasingly vital during periods of organizational transition, challenges, or change.
Maintaining composure in challenging times requires abandoning the blame game. When issues arise or unfortunate events occur in this country, many political leaders quickly begin identifying scapegoats. I can’t help but imagine how these individuals would manage a railroad if a derailment took place—one person assisting victims while the rest question, “Who is to blame?”—a reaction that stands in stark contrast to true leadership.
Conversely, an effective leader adopts a broader perspective on the issue at hand. One of my first managerial experiences during the 1980s involved overseeing the licensing division of a financial services firm. A data processing error resulted in the failure to renew licenses for 20,000 life insurance agents in California, our primary market. My office was soon inundated with a management team in utter disarray—you would have thought the Hindenburg had just met with disaster again. My reply was, “Given the situation, how many lives have been lost? Zero. Thus, we do not face a crisis; we have an issue.” I reached out to California, we addressed the issue, and business continued as usual.
As I frequently state, if a check or increased effort can resolve it, it is not a crisis—it is merely a situation.
Nonetheless, challenging situations can unsettle organizations, inducing stress—a factor leaders can alleviate by being present. In turbulent times, the instinct may be to retreat into meetings within your office to tackle the issues at hand. Yet, everyone within an organization is aware when something is amiss—true secrets are scarce—and leaders must engage with their teams.
Effective leaders are not isolated from their organizations. They possess an innate awareness of the environment. They maintain close connections with those on the frontlines and serve as the emotional gauges of their workplace through ongoing, daily interaction. Leaders engage. They stop by colleagues’ offices for casual chats; they have lunch in company dining areas; they converse with employees in hallways.
They are approachable.
A leader who radiates confidence and calm needs to be steadfast in their goals and priorities, maintaining a lucid vision for the future. They should understand the necessary direction for the organization’s journey, regardless of the hurdles encountered.
You can maintain serenity without sacrificing your fervor or failing in your duty to initiate progress. Ultimately, leadership is not passive; it is an active pursuit that entails putting in greater effort than anyone else. The leader who discovers that tranquil center amid significant challenges will endure, guided by focus, perspective, and a strong understanding of the organization’s purpose.
As Winston Churchill wisely noted, “It is no use saying, ‘We are doing our best.’ You have got to succeed in doing what is necessary.”
