Rising Above Adversity: A Journey of Resilience and Leadership

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Some 15 years ago, my friend Mel started working for a multinational software consulting company (SAAS) as a financial officer.? Mel is a very sound financial professional, and she was hired by the executive team of the company, to ensure the company would follow Generally Accepted Accounting Principles (GAAP) going forward.? During her first two years at the company, she started to exhibit some true leadership skills, despite not being in a position of power or title, not only she was doing a superb job on the technical aspects of her job, but she also started to show integrity by listening to her team members and treating them fairly, she was a very effective communicator improving clarity and morale, and applied her emotional intelligence by having compassion and kindness towards her colleagues.

Mel was invited to the meetings of the executive team of the company, where she would express her opinion on her GAAP recommendations for the company.? It turns outs the General Manager of the company at the time, started to feel as his authority was being undermined, he felt threatened, and started in very might rude and unprofessional way, to dismiss her ideas, to become overly and cynically critical of her work.? He started to Interrupt her on every meeting, yelling that he didn’t like her ideas, and trying to silence her altogether, and even criticizing her when she would interact daily with her colleagues by listening to them, understanding their needs and applying kindness and empathy, arguing she was way too extroverted, and he didn’t like that.? This GM felt so threatened, that he decided to ask the Human Resources team to let go of Mel, and to get her fired.? To his surprise, the other leaders of the organization who were working under the GM at the time, stood up and told the GM, “if you fire Mel for doing her job, we will quit the company and leave with her.”? The GM couldn’t get her fired.

Not long after this event, this company landed a large job, and the Board of Directors decided to demote in a way this GM, as put him as a Project Manager role to manage this project.? A new GM took overall role of leading the company, and he scheduled a one-on-one meeting with Mel. The new GM told Mel: “I’ve learned about your story at the company over the past couple of years, and believe me, I’m on your side.? I admire you because you’ve not only done your job but had a lot of resilience to navigate to the unjust environment you’ve been to.? I really appreciate that, and you’re going to get promoted as the Finance Department Manager and will be managing a team of five members, and starting today you will join the executive leadership team of our company.”

Fast forward to now,, Mel has even been promoted to a more senior role in the organization, and her leadership skills continues to get admired by everyone, even the HR Director recognized her for the excellent work she’s done and her resilience and acknowledged her for her achievements.? When Mel talks to me about this story, there is a little bit of bitterness and sadness in her voice for what she lived, but I tell her: “even though you suffered these setbacks, you are now better able to handle challenges in the future. The suffering you experienced has refined your personal character and made you even greater.? I believe this shape of character is, in part, what made you so successful.”

I believe Mel's story is a powerful example of resilience, integrity, and effective leadership, but it also points out the devastating consequences for both individuals and organizations, of having toxic leaders.? I would like to extract a simple framework, as a lesson-learned from Mel’s story, with some basic practices we all could implement as leaders of our organizations or institutions, with the purpose of improving the leadership skills and therefore, the benefits to everyone in the organization, and ultimately, to the customers we serve.

Danielle D. King and Megan R. McSpedon, on their June 17, 2022, Harvard Business Review (HBR) article, state: “resilience is important for all employees, but they shouldn’t be left to navigate adversity on their own. Instead, organizations must create an environment for shared responsibility around resilience.” For this purpose, they propose leaders should be encouraged to consider the following questions when in this situation:

1)????? Can the adversity employees face be lessened or eliminated?

2)????? Are all employees experiencing this adversity equally?

3)????? How can I, as a leader, contribute to supporting employee resilience?

By addressing these points, organizations can shift towards a culture of shared responsibility for resilience, benefiting both employees and the overall well-being of the company.

The? classic and contemporary literature on leadership offers valuable insights into leadership principles, and by examining the character and narrative from the personal story I have portrayed in this article, I can draw parallels of what good traits from very great leaders are, who have the courage and take on the responsibility for the wellbeing of their employees and ensuring everyone arounds them thrive, which to me is the ultimate responsibility of a leader.? I propose the following as my top-five:

1)????? Empathy and Compassion: leaders genuinely care about their employees as individuals and show understanding and support for their personal and professional challenges. They create a safe space for employees to express their concerns and needs.

2)????? Open Communication: leaders foster a culture of transparent and honest communication, where employees feel comfortable sharing their ideas, feedback, and concerns without fear of retribution.

3)????? Supportive Environment: leaders create a positive and inclusive work environment where employees feel valued, respected, and appreciated. They celebrate achievements, acknowledge contributions, and provide resources and opportunities for growth and development.

4)????? Trust and Empowerment: leaders trust their employees to do their jobs well and empower them to make decisions, take ownership of their work, and contribute their unique talents.

5)????? Fairness and Equity: leaders treat all employees fairly and equitably, regardless of their background, identity, or position. They create a level playing field where everyone has the opportunity to thrive and succeed.

In closing, let Mel’s be a powerful example to serve as both an inspiration and a cautionary tale.? Her journey underscores the incredible impact that resilient, empathetic, and ethical leadership can have on individuals and organizations alike.? It also exposes the deep wounds inflicted by toxic leadership, a stark reminder of the path we must never tread.? As you reflect on your own leadership style, consider embracing key traits such as: empathy, open communication, a supportive environment, trust, empowerment, and unwavering fairness.? By cultivating these qualities, you not only foster a healthier, more productive workplace but also contribute to a ripple effect of positive change that extends far beyond the walls of your organization.? Remember, leadership is not merely a title; it's a responsibility.? A responsibility to uplift, to inspire, and to create an environment where every individual feels valued, empowered, and capable of achieving their full potential.

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I would like to invite you to share your thoughts and experiences on what difficult challenges have you faced on your leadership journey?? What attitude did you take towards them?? What did you learn? Leave a comment below and let us all learn from the benefits of your experiences. Let us all learn how to better lead with purpose and authenticity.

I hope this newsletter has inspired you to learn more about true leadership.

And remember, as I always say:

“Be vulnerable, Be brave and Dare to Lead.”

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