In an era defined by constant geopolitical, economic, and technological disruption, leaders must prioritize their own state of mind to ensure organizational resilience. A positive culture, driven by a leader operating at their peak, is essential for navigating volatility and achieving business growth. Here are four strategies for leaders to maintain their best self during times of change.
1. Recognize Your Leadership Shadow
Leaders cast a long “shadow” that directly influences team performance and workplace morale. It is crucial to understand that what you permit, you promote. For example, verbally promoting respect while tolerating a high-performing employee who mistreats colleagues sends a mixed message that results matter more than people. Leaders must ensure their behaviors and reactions align with the culture they wish to build.
2. Cultivate Self-Awareness and Authenticity
To lead effectively, you must understand the specific circumstances that bring out your best or hinder your performance. While fundamental self-care (such as sleep and exercise) is important, it is equally vital to acknowledge when you are not at your best. Admitting to limitations or modifying schedules when necessary displays humanity, which fosters a culture of authenticity and empathy.
3. Embrace Discomfort and Seek Support
Change is inherently difficult, and leaders often face the risk of burnout by trying to navigate it alone. It is essential to get comfortable with the discomfort of transformation and to utilize a support system. Whether through peers, friends, or formal executive coaching, seeking help is a strategy for resilience, not a sign of weakness.
4. Prioritize Overcommunication
In an increasingly digital world, communication is the primary vehicle for connection. Leaders should engage with their teams regarding the organizational vision, strategy, and goals through both formal events and casual interactions. During periods of significant change, overcommunication is preferable to ensure alignment and build team confidence.
Mentoring question
Reflecting on your recent interactions, is there a behavior you are currently ‘permitting’ in your team that contradicts the culture you are trying to ‘promote’?