伟大的领导需要真实性 Great leadership requires authenticity
“……总之,这次由COVID-19引起的衰退是有史以来最严重的。一波又一波经济的坏消息正在侵蚀消费者的信心和购买力,促使消费者从根本上甚至是永久性地调整自己的行为。”
在我34年的行业生涯中,我经历了墨西哥和美国的多次经济衰退,其中最严重的可能是纽约9-11恐怖袭击后的衰退,2008年的房地产和银行危机,以及1994年墨西哥的货币大贬值当时墨西哥比索不得不贬值了3个零。然而,我从未见过我们现在所经历的一切,哪怕是相近的!
在这样的时刻,我们比以往任何时候都更需要真正的领导。在我们经历这场全球大流行病的过程中,领导人必须向员工、客户、经销商和合作伙伴传达许多行动和强有力的希望信息。
非常重要的是,你要充分了解并理解你的员工、客户和经销商的担忧,确保他们的担忧是合理的。
不要让任何团队成员感到被遗忘或被排除在外。提醒他们,我们是在一起的。
即使有如此多的不确定性,如果不乐观,也要保持积极,以及即使你不确定,也要确保你传递出正确的信息;“我不知道我什么时候会走出去,但我会活下来,有一天会走出去。”
作为领导者,我们经常害怕分享太多的事实,因为害怕每个人都会跳槽。相反的情况往往才是真实的:更多的透明度会增加信任,激发忠诚。分享重要的信息,即使是令人恐惧的,也可以提供一种紧迫感,激励你的团队做出艰难但必要的决定。
虽然事实是有用的,但你领导的人还想知道你的计划是什么。你的计划可能只是把所有人召集到一起,制定一个计划。没关系,这也是一个计划。
它展示了即使在最糟糕的时候,我们也能感受到希望。然而,为了拥有希望,我们必须在我们面临的挑战中找到意义或目的。我们必须把坏事变成好事。
如果客户、合作伙伴和你的团队知道你真正关心他们,他们就更有可能追随你。人们害怕在困难时期被抛弃,但是当我们知道有人关心他们的幸福并被信任时,他们会和你在一起,即使这不会带来立竿见影的经济意义。
请确保您只在能够真实地使用这些信息的范围内,这样做或使用这些信息。例如,如果你不确定的话,不要告诉别人“一切都在掌控之中,不会有什么不好的事情发生在你身上”。否则,当事实证明事情没有得到控制时,你将失去你的信誉,当你使用这些信息时,它们将不再那么强大。
“…by all accounts, this recession caused by COVID-19 is the worst ever seen. The wave of bad economic news is eroding confidence and buying power, driving consumers to adjust their behavior in fundamental and perhaps permanent ways.”
In my 34 years in the business, I have experienced multiple economic fallouts in Mexico and the United States and the worst ones were probably the downturns after the terrorist attacks of 9-11 in New York, the real estate and banking crisis of 2008 and the great currency devaluation in Mexico in 1994 where shaving 3 zeros to the Mexican Peso was necessary. However, I've never seen anything like what we're currently experiencing, not even close!
It's at times like these when real leadership is needed more than ever. There are many actions and powerful messages of hope leaders must communicate to employees, customers, distributors and partners as we go through this global pandemic.
It is very important that you are fully aware of and empathetic with the worries of your people, customers, and distributors making sure their concerns are valid.
Don't let any team members feel left behind or out of the loop. Remind them that we’re all in this together.
Stay always positive if not optimistic even when there is so much uncertainty and make sure you project the right message even if you are not sure; "I don't know when I will get out, but I will survive and get out someday."
As leaders, we're often afraid to share too much facts for fear everyone will jump ship. The opposite tends to be true: more transparency increases trust and inspires loyalty. Sharing important information, even if and perhaps especially if it's frightening, can provide a sense of urgency that motivates your team to make difficult yet necessary decisions.
Although facts are helpful, those you lead also want to know what your plan is. Your plan may only be that you're going to get everyone together and come up with a plan. That's ok, it's still a plan.
Show that even during the worst of times we can feel hope. However, in order to have hope, we must find meaning or purpose in the challenges we face. We must take something bad and turn it into something good.
Customers, partners, and your team are more likely to follow you if they know you truly care about them. People is afraid of being abandoned when times get tough, but when we know someone cares about their well-being and trust you, they'll stick with you, even if it doesn't make immediate economic sense.
Make sure you only do or use these messages to the extent you can do so truthfully. For example, don’t tell someone “Everything is under control, nothing bad will happen to you,” if you’re not sure that’s the case. Otherwise, when it’s proven things are not under control you will lose your credibility and these messages will no longer be as powerful when you use them.
Humberto Valles
ICC General Manager
本文链接: http://http://www.icctc.cn/content/?2313.html