Most organizations have not prepared for long-term siege. Not only is it important to analyze and intervene in long-term stress at the top, but it is also important to think about the concerns of the organization for future leadership leadership, focus on organizational health, cultural action, and policies that will lead through difficult times.


In any organization with chronic stress, will influence leaders! Sometimes the effect is obvious and at other times, subtle. However, unless you address stress, your leadership will not work with the best results.

Former consensus groups will most likely develop trustworthiness. Why? Because when the answers are not clear and handsome, the style difference will be more obvious. People who usually work well together can become controversial and smoking. Those who are critical, risky, happy with quick responses and actions become impatient with a meaningful and prominent approach to issues. They slow down in response to becoming agitated by their perceived "knee-jerk" reaction of the previous "brilliant" peers. Communication becomes less fluid as it is "wise" to keep things to yourself if you want to maintain the freedom of movement.

Turf war becomes even more important and sometimes deadly. Leaders who should be banding to fight the enemy are often willing to fight for themselves. "Look good", stop avoiding, not making mistakes, not winning negative attention are all the behaviors seen in the best time. In bad times, they tend to thrive. Look around. How long can your leaders "keep their spirits?"

It is important to monitor the effects of stress on the organization over time. Early in the dance, people can basically pursue strong behavioral policies that promote the company's positive policies.

Over time, people go down and allow their concerns to come in the future to have a greater game with their feelings. Looking at the symptoms and taking action to remind people who they are is an important step that should be repeated over a long period of time.

Preparing for tough times

Even the best athletes are constantly exercising. They are trying to prepare for any uncertainty. They understand that being and staying at the top of their game takes discipline and diligence. They never expect them to receive a strong opponent in preparation.

Commanders regularly play warfare to test their abilities during the "battle".

What are our leaders? It is equally important that they are ready for difficult times. They have very advanced skills and experience, but are they mentally and emotionally prepared to be called, even tempered and focused on the challenges that continue for months and even years? This question is especially valid in industries that have flourished for a long time. Suddenly, they feel controlled by a volatile economic situation that makes the plan and forecast impossible.

Optimization of overall performance and individual parts take exercise and preparation. Knowing what to emphasize in difficult times can be integral to living and flourishing in the long run.

The core of preparation

Teaching leaders how to think and respond to long-term pressures are similar to the background works of the student martial arts. There is a complete philosophy behind a response to threats that must be carefully tried and practiced before the "race" begins.

The answers must not be found in typical places. The long-term burden on our economy is pushing us in new directions for answers.

As martial arts teachers learn to control energy participation, our leaders must learn to monitor their energy associations and their relationships. They must learn to "find" the results of their communication. They must know if their subordinates are rhythmic or broken. They must become aware of all their relationships and the quality of interactions through their ecosystems. They must understand how to move across battles and see things from a perspective that allows them to see not only current events but patterns that indicate the direction things are going.

In other words, our leaders must develop a new sense of ability to follow the technical and tactical skills that they are and have been learning. They must learn to consciously tap into their leading knowledge and integrate it with "knowing" with enough data in any leader.

Let's say the leader takes this advice as unnecessary or unnecessary. Perhaps the experience of the martial arts is a good indication of what is likely to happen. If a contestant allows himself to lose in anger, misguided by fear or arrogance in his own abilities, try to imagine the influence of a very complex dance in which he is involved. The same applies to the leaders of our institutions, communities and countries. If opponents have developed their skills and awareness at a higher level, a leader who has not wanted to simply lose. how?

If a leader considers value in pursuing additional possibilities beyond what is usually taught or available through our typical leadership development method, how should he or she continue or continue?

First, he or she must admit that this knowledge is not acquired through traditional leadership development methods. That's bad news.

The good news is that the information is much easier than you might think. It is as simple and complex, as observing events in different and wider ways.

If you are a golfer, for example, pay attention to what you have learned about golf. The serious golfer is aware of the nuances whether the course leans to the left or to the right, minor effects of the breeze, the importance of the fundamentals of position and point of view, and so on. The serious leader must be as balanced with people's nuances, behaviors, environmental effects, etc.

A good part of this knowledge is that when you watch your golf game and watch a fine distinction between what is happening, you can apply for this understanding of your leadership. If you play the ball, are spontaneous in your approach, or even disagree and inconsistent, you will find the same inconsistency in your lead.

It doesn't have to be golf. It can be anything you want to learn. To be a master of all abilities, one must look for the obvious, in the sense of energy and emotion. Guidelines always go beyond technical knowledge and leader is no exception!

Can this awareness be taught? Absolutely. Have Most Leaders Seen The Need To Learn This Additional Skill Set For What They Are Learning? Rarely!

Do we want to survive this economic crisis if our leaders do not learn these additional skills? This time, probably. Sadly, we will probably recreate the crisis still disastrously because our leaders will continue to make mistakes that led us to our present position! Heavy reliance on algorithms that seem to confirm policy mathematically has proved to be a poor choice over and over again. Our cultural need for "proof" leads us to persecution of "justification" and at the same time diminishing the ability to exploit and trust our rationality. It might be important to remind us that the capital melting we are experiencing was created using advanced borrowing models that somehow didn't measure up.


Leave a Reply

Your email address will not be published. Required fields are marked *