THE HUMAN SIDE OF LEADING

When I work with executives during coaching or mentoring, change is always on the agenda. Many of the changes disrupt systems, ways of operating or business models. It means managerial leaders need to be increasingly aware of the impact on individuals or teams during such times and when difficult decisions are taken relating to advancement, transition and change initiatives.

For some it can mean diversity (promotion, stimulating project or broader experience), for others it is adversity (upheaval, failure, starting over.)

LOSS IS DEEPLY FELT DURING CAREERS

When dealing with change accelerators and reversals or opportunities and challenges, remember that an individual’s sense of agency (efficacy and control) and dignity (inherent value) are important factors that shape responses.

It is in situations of change and transition that people rethink their identity and presence, the impressions they make, concerns about what others may say about them when they are not in the room, how they find their own voice and what new behaviours and new thinking is needed.

The following chart sums up potential personal feelings when faced with career disruption.

EMPATHY IS A SOCIAL PROCESS

Executives who display traits of empathy and trust lead and solve problems more effectively by considering proposed actions from the point of view of others. They can see the world as others see it, are non-judgmental, have perspective, pay attention to and acknowledge how others’ may feel.

“Empathy is not the same as sympathy, which involves feelings of compassion, sorrow, or pity. It is the ability to imagine the emotional experience of another person, their pain, joy, anger, in our heart. Thus empathy is a core component in effective and satisfying interpersonal relationships. It helps us to make sense of what is said or not said; what is done or not done. It enhances our ability to receive and process information, and to find solutions. Empathy strengthens bonds of trust, and it is the basis for our intrinsic sense of justice. In particular, empathy with the negative, that is, with the emotions behind someone’s unpleasant or destructive actions, can provide clues to behavior.” (Manfred F. R. Kets de Vries, INSEAD blog)

THE HUMAN SIDE OF LEADING

Empathetic executives in times of change will be considered, comforting, gracious, kind and non-partisan. They will earn trust, ease the uncertainty, use corporate power with restraint, focus on what matters, while maintaining the dignity of others.?

In particular, it helps to acknowledge:

• Others need support through periods of loss and resistance. People will protect their position or do what they feel is needed to prevent loss. They may not have the time, skill or resources to make a difference, even if they think it’s the right thing to do. They may find it difficult to accept the need to learn new things, and, more importantly, to unlearn some of the things that brought them success in the first place.? If the proposed change does not fit with their value systems, they may never become supporters. Teaching, mentoring and guidance take on a much needed emphasis.
• Not everyone is at the same point. It helps to understand that people will be at different points of internalising, pacing and coming to terms with the new situation that the change brings about. Patience, listening, kindness and support is needed as others deal with the loss of the old, find their way through the confusion of the middle and reorientate to the new reality.
• Actions really matter. Action-based approaches facilitate the change journey as they are based on an insightful adult learning concept: people are more likely to act their way into new thinking, than to think their way into new actions. Action-reflection permits individuals and organisations to adapt continuously.?
• Credible, shared and honest narratives count. Explain what is happening, the ‘why’ behind decisions taken, what is possible in what time frame, how others can contribute and what next steps can be anticipated. Collaboration will be more powerful than competition.
• People like to be listened to. The aim is to ascertain what the person wants to achieve. Understanding through hearing can be effective without visual clues. By listening for ‘key words’ it helps build intelligence as well as related values and emotions. People are generally less anxious when their views, opinions and issues have been heard.
• Be human. For people to do their best, deliberate efforts are needed to ease the uncertainties, to bring clarity to the path ahead, to focus on what matters, to be thoughtful with the hard decisions, to listen to differing voices and be alert to exclusion.

EVERY EXECUTIVE NEEDS A TRUSTED SOUNDING BOARD

Most executives understand that the higher they are, the more difficult it is to talk about their real issues or concerns – and to do so free from the weight of company expectations. It is even harder to find effective and neutral listeners. Whether the objective is to be more effective in a role, to assess next-level strategies or contribute to a board, it helps to have trusted guidance.

LEARN MORE ABOUT OUR MENTORING-COACHING APPROACH? FOR EXECUTIVES AND ASPIRING DIRECTORS >>

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