Now, more than ever, employees need to hear the voice of effective leadership
By Karen Vernal, for SBT
Our world, inside and outside of organizations, has been dramatically transformed since Sept. 11. We often hear people talk about “before Sept. 11” and “after Sept. 11”. All that we believed about ourselves, our freedom and our security was called into question on that fateful day.
Leaders struggle with the “right message” in light of our collective grief and the uncertainty in the days ahead.
Employees struggle to get back to normal, when no one is sure what “normal” really means anymore.
Managers recognize the growing tension inside departments as employees become more vocal about their political views, and we hear contradicting messages about bombs and butter.
But this is a time of opportunity inside organizations. Now, more than ever, employees need to hear the compassionate yet firm voice of leaders. Now, more than ever, employees need to hear that voice echo within.
David Whyte, author of Crossing the Unknown Sea: Work as a Pilgrimage of Identity, writes: “To have a firm persuasion in our work — to feel that what we do is right for ourselves and good for the world at the exact same time — is one of the great triumphs of human existence …. As human beings we are the one part of creation that can refuse to be itself. Our bodies can be present in our work, but our hearts and minds, and imagination can be placed firmly in neutral or engaged elsewhere …. being engaged elsewhere is damaging to our souls … we need to reawaken the sleeping captain in us before that soul crashes on the rocks.” It is grief and fear that may blind us from the rocks ahead.
Leaders are invited to recognize the collective grief within their organizations. While we do not live in Washington, Pennsylvania or New York, we know that death has wounded our human family. We see the images vividly portrayed over and over again. Our spirits have been assaulted, and we now wonder about the “next attack” even as we prepare to protect ourselves from the invisible attack of chemical warfare.
Is it any wonder that we experience the symptoms of profound grief? Sadness, fatigue, loss of meaning, confusion, anger.
Organizationally, symptoms of our grief may include behaviors of control that are rooted in fear and judgment.
While we cannot control the “outside world”, we may look to control our “inside world” by:
In the days that immediately followed Sept. 11, there was a lot of “leaning” going on in organizations. E-mails flooded business systems with messages of indignation and inspiration. Since then, there have been a number of people giving voice to their political views. “I am right and good. You are wrong.” Perhaps it is another way of finding a common enemy.
In order to respond to organizational fear and grief, effective leaders will reset the sails. Courageously they will re-chart the course and create new hope in the journey. They will live into new possibilities of leadership by:
— Recognizing fear. Leaders who recognize their own fears have the ability to choose to respond at a deeper level of awareness, rather than responding from a place of judgment and control. That requires the discipline of reflection, getting quiet, going inside. This may be the most difficult challenge for leaders who are so often seduced by action and re-action.
— Finding common ground. As leaders it will be important to recognize the temptation to find an “enemy” at many levels within the organization. Leaders must invite themselves and managers to create “common ground” within departments and throughout the organization.
— Communicating expectations and a plan of action. Inaction can increase anxiety and fear. While many leaders report that they are not clear about the necessary action for the long term, it is important to provide a plan for the short term. The emphasis is on communication. Now, more than ever, employees need a voice of authority and persuasion reminding them of the mission of the organization and their contribution to the “higher purpose”.
— Providing encouragement to managers and employees. This is a time when leaders must be available to offer support, to invite “leaning”. One of the most significant collective experiences reported to us by the branch managers of Robert W. Baird and Co. was a phone call from their president, Paul Purcell, the week of Sept. 11, asking two questions: “How are you?” “What do you need from me?”
— Celebrating success. Do we have the “right” to celebrate in the midst of such extraordinary tragedy and grief? The answer is yes. Life and death, grief and celebration stand side by side. We need to recognize and be recognized for both the effort and the results of our work, particularly if we believe that what we do makes a difference.
When leaders recognize that fear is directing organizational behavior, they have the opportunity to wake up the “sleeping captain before the corporate soul crashes on the rocks.”
Leaders have the opportunity to re-direct the sails into the focused waters of energy and re-newed commitment where we “feel that what we do is right for ourselves and good for the world at the exact same time.”
Karen Vernal is president of Vernal Management Consultants in Milwaukee. She can be reached at 414-271-5148 of via e-mail at vernal@execpc.com; www.vernalmgmt.com.
November 9, 2001 Small Business Times,Milwaukee
