Do you have the right people?

Do you have the right people?

Do you have structure?

Do you have a plan that can work in the most efficient ways?

Solutions can never be presented on a plate. As much as we meticulously try to fetch ways where problems would stop appearing, and remedies would be sitting up straight waiting for us, it cannot happen. It is like gravity. You cannot defy it. The dilemma of today's leadership, especially after experiencing COVID and its setbacks - is to expect a solution on hand and immediately. Against all the narratives that we have all read since we were little, it creates chaos in our minds if we don't have answers to our questions. We freak out.

When COVID presented itself in all of its unforeseen and unpredictable glory, people panicked. They freaked out as soon as they started realizing the intensity of the situation. All along, they knew how deadly the disease could be, yet it was only after acknowledging the helplessness of the world's most powerful entities that they lost it. They threw hands. Why then? Why not when most of the technologically-driven mediums were announcing all the medical facts and details. Why not, then? Why did it make them lose their minds only when they saw the biggest question of the universe being unanswered?

Does Covid have a treatment? The answer at that time was no. You see, having no instant solutions, no plans, no cushion, and no answers makes humans freak out. For some reason, we have always been conditioned to have unsolved puzzles, and unknown mysteries do not sit right with us. We repel it. And even once we get to encounter a situation where we don't have answers to give or replies to put forward, we collapse.?The point being is, COVID appeared like that fall of unforeseen rain, after which the insects and bugs emerged out of nowhere. The pandemic happened similarly – the true leaders revealed themselves, out and fronted, while the ones merely relying on already-known answers to lead, slumped. Such leaders lacked skills to mentor and guide if things fell apart miserably. Not only were they unaware of coping mechanisms, but they also were not able enough to take a stand in blue times.?????????????

As aforementioned, to be a genuine leader, you must know how to act in uncertainty and times of jolt – you cannot expect answers on a plate. When the world doesn't have answers, and the resources fall useless, a leader is expected to emerge with a plan where solutions might not be present but hopes to achieve them should be.?

Elucidating further – leadership management is not a comfortable process at all. As much as it appears to be a position with power, resources, money, access, and authority, it is entirely the opposite.

Leadership asks for responsibility, mentorship, accepting behavior, and a demeanor that is only plain flexible.

In a team where everybody has the skill to present and talent to showcase, it will all go to waste if a leader is not responsive to recommendations and suggestions. Look at COVID; for instance, the commoners of any country were in a state of misery where they didn't know what to do. They were hoping for the most resourceful of the country to give them answers. How are we supposed to deal with the pandemic? When will it be over? How do we not get it? Are we safe to go out yet? These were some of the questions the people had in mind for the leaders of their country. What they didn't know was that they themselves lacked answers. They didn't have solutions or treatments. In fact, they were surprised and taken aback by the situation as they were. But, should a leader just sit with hands crossed and a notion that there is no solution to this, we will wait until it subsides itself. No. certainly not. These are the circumstances where their leadership is actually tested. They are put on trial, and it was their decision to come above that or not. It was not supposed to be served on the plate. They had to themselves make one.?

If it is not clear enough, suppose leadership as a mere solution to a problem that currently has no resolution. The right leader will know what the need of the hour is and how to mitigate most losses, how to curtail down costs, and put in efforts to make most of what is going on. The whole idea is that no matter how many resourceful people you have in your team, a leader must be willing to take help, be more adaptive, more self-sufficient, and more accepting towards recommendations in order to tackle a solution-less problem.

In 2020, the world changed. Physical teams transformed into virtual teams, and the entire nature and course of work transitioned without any hint of preparation. The choice was no longer it – it was mandatory. The business could not just be halted. Leaders didn't know how to bring about effective teamwork. They needed to ensure that the employees performed even from home. And that too at their best since time was not easier but more demanding. Leaders had no option but to listen to their resources, make recommendations, take help, even ask for help from surrounding countries with which they don't have the best ties, and for what??

Just to bring their teams in a workflow and transform individuals into a high-performing dream team through shared leadership principles. Leaders need a team that exceeds the performance, expectations, leverage each member's unique talents, and bubble with enthusiasm and creativity. It was the only way out — the only escape.

Precisely, the most valid questions should be asked by a leader in order to find answers just as close to the actual one.

Do you have the right people?

Do you have structure?

Do you have a plan that can work in the most efficient ways?

Asking these questions will help anyone become a better leader. It will ultimately help you know where you stand or would stand in the upcoming days. It will help leaders take a holistic approach to organizational strategy creation and execution. It will help you start training and coaching your best resources for times of ambiguity and confusion. The chaotic times. Without overcoming them, the people will never consider you a good leader. A country leader's effectiveness starts with a question itself. A country's leader can only answer his people if he asks himself. WHY?

Having misaligned models and misaligned employees, is not suitable.

The plans opted should be diverse so that they can present solutions even during unprecedented times. Since most organizations and businesses are not clear about their strategies and operations, they end up with anything but optimal results. Hence, it is recommended that any leader allow room for uncertainty in their plans and create an appropriate strategy. They must crystalize their purpose and examine how effectively they translate into their execution measures. That is the right and best way to do it. If you wish to become a great, inspiring, motivational, and encouraging leader, then you have to look for things far beyond conservativeness and a predetermined mindset. Be diverse. Be open to all, both people, and their suggestions.?

You got to help develop high-performing multicultural teams, resulting in a set of opinions that can help during times like COVID.

As I said, noteworthy and rememberable leaders know they need support, clarity, and an array of sound mindsets where there is a safe space to talk about different options of decisions they must make. Such an environment will help form engaging teams and possibly find solutions to answers that were claimed to have none. They can do this by encouraging and showing enthusiasm towards all the team members with no bias or criticism. There should be no favoritism or disparity involved since that is a reasonable cause of the lack of interest shown by team members. Personally, developing each of them is also a job to be done by the leader. Every piece in the puzzle counts, and with even one being wrong or inaccurate, the whole puzzle will become useless.

A leader must identify this and constantly work on this regardless of the number of team members. Exploring the blind spots of each of them will aid in the process of mitigating a bigger one for the entire team. To become a more influential leader - limiting these gaps and hindering the lacking confidence will overall significantly impact to a much greater extent. Building a powerful team comes with developing one's leadership style, only if it is wrong, of course. Having support from peers stands parallel to it.

If such motives are accustomed to every rising and strongly emerging leader, then even during times like COVID, where business halted, and organizations collapsed, answers can be expected.

Ask yourself the above questions before giving answers.