{"id":7958,"date":"2022-10-15T12:51:17","date_gmt":"2022-10-15T12:51:17","guid":{"rendered":"http:\/\/faisalhoque.com\/?p=7958"},"modified":"2022-10-15T12:51:17","modified_gmt":"2022-10-15T12:51:17","slug":"three-reliable-leadership-lessons-keep-going-back-uncertain-times","status":"publish","type":"post","link":"https:\/\/staging.frameroinfotech.com\/fh\/three-reliable-leadership-lessons-keep-going-back-uncertain-times\/","title":{"rendered":"Three Reliable Leadership Lessons I Keep Going Back To In Uncertain Times"},"content":{"rendered":"<div>\n<h1><img decoding=\"async\" id=\"rg_hi\" src=\"http:\/\/t1.gstatic.com\/images?q=tbn:ANd9GcRpnCH38rvo367rXQLgy-zQFFABqUdro9HSsW1vIywyIwg2UloviA\" alt=\"\" width=\"304\" height=\"80\" data-width=\"304\" data-height=\"80\" \/><\/h1>\n<h1>Political and economic headwinds can rock your boat without capsizing it. Here\u2019s how I\u2019ve learned to keep a steady hand on the tiller.<\/h1>\n<p><strong>BY\u00a0<a href=\"http:\/\/www.fastcompany.com\/user\/faisal-hoque\" target=\"_blank\" rel=\"noopener noreferrer\">FAISAL HOQUE<\/a><\/strong><\/p>\n<p>Remember back when \u201cVUCA\u201d (volatility, uncertainty, complexity, and ambiguity) only really applied to companies? Those were the days, huh? Lately, with geopolitical discord abroad, political tensions here at home in the U.S., and all manner of policy shifts that could impact U.S. businesses, plenty of entrepreneurs may be wishing for steadier leadership. I know I am.<\/p>\n<\/div>\n<div>\n<aside class=\"pullquote\"><img fetchpriority=\"high\" decoding=\"async\" class=\"size-medium wp-image-7959 alignleft\" src=\"http:\/\/faisalhoque.com\/wp-content\/uploads\/2017\/03\/Screen-Shot-2017-03-29-at-7.31.34-AM-300x239.png\" alt=\"\" width=\"300\" height=\"239\" \/><\/aside>\n<p>Once reserved for boardrooms and managerial scenarios, it feels as though VUCA is becoming something of a new normal, impacting leaders and organizations of all sizes, pretty much everywhere. In the opening weeks of Trump\u2019s presidency, the\u00a0<a href=\"https:\/\/www.washingtonpost.com\/news\/on-leadership\/wp\/2017\/02\/03\/anxiety-unease-and-eagerness-to-move-on-workers-cope-with-trumps-first-two-weeks\/\" target=\"_blank\" rel=\"noopener noreferrer\"><em>Washington Post<\/em>\u2018s Jena MacGregor reported<\/a>, \u201cMany human resources consultants say the flood of change and news is taking up much more of workers\u2019 energy and focus than in past presidential transitions.\u201d And since the news cycle hasn\u2019t exactly settled down since then, we may just have to get comfortable with that.<\/p>\n<p>We\u2019re now living and operating in a very different world than the one that existed just a year ago. No one really knows what\u2019s coming around the next corner, we\u2019re all operating on uneven footing. Still, business leaders\u2019 jobs haven\u2019t fundamentally changed\u2013we still need to spark creativity, drive innovation, and ensure sustainability. So lately I\u2019ve tried to remind myself that while I can\u2019t predict the future, I can make sure I\u2019m prepared to live in it, make sense of it, and navigate whatever upheavals arise as strategically as possible. And to do that, I keep going back to these three tried-and-true lessons.<\/p>\n<h4><a name=\"1_Your_Attitude_Either_Attracts_Support_Or_Repels_It\"><\/a>1. YOUR ATTITUDE EITHER ATTRACTS SUPPORT OR REPELS IT<\/h4>\n<p>Emotions are a natural part of being human, and controlling them\u00a0<a href=\"https:\/\/www.fastcompany.com\/3057568\/how-to-balance-logic-and-emotion-in-order-to-make-better-d\" target=\"_self\" rel=\"noopener noreferrer\">doesn\u2019t mean becoming an android<\/a>. But how well we manage what we\u2019re feeling affects not just our own performance but also our interactions with others. That may sound obvious, but it\u2019s easy to overlook during times of uncertainty.<\/p>\n<p>There\u2019s lots of leadership\u00a0<a href=\"https:\/\/www.fastcompany.com\/3050938\/how-to-switch-off-self-doubt-under-pressure\" target=\"_self\" rel=\"noopener noreferrer\">advice for dealing with self-doubt<\/a>\u00a0and anxiety over your\u00a0<em>own<\/em>\u00a0capabilities, but what about pessimism regarding the world out there\u2013the things you\u00a0<em>can\u2019t<\/em>\u00a0control? I\u2019ve found that whenever I\u2019m concentrating on what\u2019s wrong with things happening around me, I\u2019m more liable to fixate on what I find lacking.<\/p>\n<p>It takes a real effort to keep thinking positively when this happens. But personally, I\u2019ve found using affirmations to be helpful for keeping my own objectives in view and coping with things I can\u2019t change. I try to remind myself what I\u00a0<em>can<\/em>\u00a0change\u2013and for the better. I refocus on my immediate sphere of influence, reminding myself that no matter what happens, I still need to work with others to reach our goals.<\/p>\n<p>In good times and bad, I remind myself that holding onto negative emotions won\u2019t help\u2013it\u2019ll just chase away potential collaborators, mentors, partners, and others. This takes effort, practice, and patience, but it\u2019s crucial to cultivating an attitude that attracts support rather than repels it\u2013especially when that\u2019s hard to do.<\/p>\n<h4><a name=\"2_Empathy_Always_Pays_Dividends\"><\/a>2. EMPATHY ALWAYS PAYS DIVIDENDS<\/h4>\n<p>For communication to get through on all sides, we have to be clear about what we want from each other. That\u2019s true all the time, but especially so during periods of high uncertainty.<\/p>\n<\/div>\n<div>\n<p>There\u2019s no way to start working toward a common goal until everyone understands what it is and what\u2019s expected of them to help achieve it. As a leader, I try especially hard to remain approachable and keep an open dialogue flowing. It\u2019s harder to keep everyone motivated, asking questions, and sharing their concerns when a lot is changing. But getting it right just means doubling down on the type of empathy leaders love to talk about under much steadier conditions.<\/p>\n<h2><a name=\"Related\"><\/a>Related:<\/h2>\n<ul>\n<li><a href=\"https:\/\/www.fastcompany.com\/3066740\/four-questions-to-turn-everyone-in-your-company-into-a-futurist\" target=\"_self\" rel=\"noopener noreferrer\">Four Questions To Turn Everyone In Your Company Into A Futurist<\/a><\/li>\n<li><a href=\"https:\/\/www.fastcompany.com\/3062710\/the-three-kinds-of-crisis-companies-face-and-how-to-pull-through\" target=\"_self\" rel=\"noopener noreferrer\">Conquering The 3 Most Common Types Of Company Crisis<\/a><\/li>\n<li><a href=\"https:\/\/www.fastcompany.com\/3004785\/self-improvement-strategies-becoming-more-authentic-leader\" target=\"_self\" rel=\"noopener noreferrer\">Self-Improvement Strategies For Becoming A More Authentic Leader<\/a><\/li>\n<\/ul>\n<p>This means not just clearly articulating our message but also listening actively\u2014without bias or judgment and with a real willingness to consider different perspectives. Again, this is an adage so familiar that it almost sounds trite, but it\u2019s something I keep coming back to these days. It\u2019s about trading messages respectfully and accurately, not just\u00a0<em>delivering<\/em>\u00a0them. Paying heed to their factual as well as emotional content makes for mutual understanding when that\u2019s badly needed.<\/p>\n<p>Leaders may feel their job is to reassure their teams\u2013to talk more than they\u2019re used to. But I\u2019ve found listening to be even more important. When I\u2019m actively listening, I\u2019ll hear genuine concerns and clear a space for talking level-headedly about how to cope with them together.<\/p>\n<h4><a name=\"3_You_Cant_Slow_Down\"><\/a>3. YOU CAN\u2019T SLOW DOWN<\/h4>\n<p>Humans are resilient creatures. We have a natural capacity to move toward the light, to make the most of bad situations. In turmoil, I know that it\u2019s paramount for me as a business leader\u00a0<a href=\"https:\/\/www.fastcompany.com\/3056841\/the-ancient-storytelling-secret-that-every-leader-needs-to\" target=\"_self\" rel=\"noopener noreferrer\">to define a better vision for the future<\/a>. But there\u2019s a risk of getting too philosophical and losing your momentum, your impulse toward action.<\/p>\n<p><img decoding=\"async\" class=\"size-medium wp-image-7960 alignright\" src=\"http:\/\/faisalhoque.com\/wp-content\/uploads\/2017\/03\/Screen-Shot-2017-03-29-at-7.36.49-AM-300x212.png\" alt=\"\" width=\"300\" height=\"212\" \/>I\u2019ve found that in trying to instill a sense of mission and purpose in my organization, I need to keep underscoring the urgency of the tasks at hand. No mission is static\u2013it\u2019s never just a matter of principles. It\u2019s what you\u00a0<em>do<\/em>\u00a0about them that counts. Purpose-driven organizations act and adapt. No matter the political, social, or economic climate, there\u2019s always a way to find new market spaces or gaps in existing ones. There are always problems to solve.<\/p>\n<p>To stay agile and respond to changes my team and I can never predict, I try to keep asking myself:<\/p>\n<ol>\n<li>What product or service needs, customer tastes, technologies, socioeconomic factors, and cultural mores are already changing\u2013no matter what we might be doing about them?<\/li>\n<li>What are our competitors\u2019 current and future strategies? Where will they be relative to us in the next quarter or the next year?<\/li>\n<li>What does my organization do well right now? What have we always done better than anybody?<\/li>\n<li>What can we do better by finding new partners or collaborators, or by considering mergers and acquisitions?<\/li>\n<\/ol>\n<p>This is a useful checklist all the time, of course, but I try to keep it front and center during periods of rapid change. If change is embedded in everything you do already, then adapting to a period of turmoil won\u2019t seem like such a foreign concept. In my experience, that takes a culture of experimentation and responsibility. When things are going well, innovation tends to offer incremental benefits, but when circumstances demand making big shifts quickly, you need everyone to know it\u2019s incumbent on them to take risks, and that they have the liberty to do so.<\/p>\n<\/div>\n<div>\n<p>You may not know what\u2019s coming next, but the thing about uncertainty is that it\u2019s never an unfamiliar feeling. There was an earlier moment where you felt just as uncertain, but you somehow made it through. For me, anyway, the key isn\u2019t just to wait it out; it\u2019s what you do\u2013together\u2013that makes all the difference.<\/p>\n<p><em>[PHOTO: TIM MARSHALL VIA UNSPLASH]<\/em><\/p>\n<p><strong>Original Article\u00a0<a href=\"https:\/\/www.fastcompany.com\/3069131\/three-reliable-leadership-lessons-i-keep-going-back-to-in-uncertain-times\" target=\"_blank\" rel=\"noopener noreferrer\">@FastCompany<\/a>.<\/strong><\/p>\n<hr \/>\n<p><em>Serial entrepreneur\u00a0<a href=\"http:\/\/www.fastcompany.com\/user\/faisal-hoque\" target=\"_self\" rel=\"noopener noreferrer\">Faisal Hoque<\/a>\u00a0is the founder of\u00a0<a href=\"http:\/\/www.shadoka.com\/\" target=\"_blank\" rel=\"noopener noreferrer\">Shadoka<\/a>, which enables aspirations to lead, innovate, and transform with its accelerators and solutions. He is the author of\u00a0<\/em><a href=\"http:\/\/everythingconnectsthebook.com\/\" target=\"_blank\" rel=\"noopener noreferrer\">Everything Connects: How to Transform and Lead in the Age of Creativity, Innovation, and Sustainability<\/a><em>\u00a0(McGraw-Hill) and other books. Use the\u00a0<a href=\"http:\/\/app.everythingconnectsthebook.com\/login.php\" target=\"_blank\" rel=\"noopener noreferrer\">Everything Connects leadership app for free<\/a>.<\/em><\/p>\n<p><em>Copyright (c) 2017 by Faisal Hoque. All rights reserved.<\/em><\/p>\n<\/div>\n","protected":false},"excerpt":{"rendered":"<p>Political and economic headwinds can rock your boat without capsizing it. Here\u2019s how I\u2019ve learned to keep a steady hand on the tiller.<\/p>\n","protected":false},"author":1,"featured_media":11443,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"inline_featured_image":false,"footnotes":""},"categories":[519,556,531],"tags":[624,547,949,900,926,550,652,560,935],"class_list":["post-7958","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-blogs","category-most-recent-blogs","category-leadership","tag-agility","tag-change","tag-empathy","tag-growth-hacking","tag-growth-mindset","tag-innovation","tag-leadership","tag-management","tag-vuca"],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v23.4 - https:\/\/yoast.com\/wordpress\/plugins\/seo\/ -->\n<title>Three Reliable Leadership Lessons I Keep Going Back To In Uncertain Times - Faisal Hoque<\/title>\n<meta name=\"robots\" content=\"noindex, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Three Reliable Leadership Lessons I Keep Going Back To In Uncertain Times - Faisal Hoque\" \/>\n<meta property=\"og:description\" content=\"Political and economic headwinds can rock your boat without capsizing it. 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