When times are tough, there is a temptation to hide out in order to avoid the shame of things not going well. Ego can be tied to one's job responsibility and most of us don't do shame well. Hiding might mean focusing on just the numbers and internal dynamics that must be managed during financial difficulties. One's head is down and concentrating with a short term focus.

Exceptional leaders know that they must expand their horizon and engage all stakeholders in tough times. Connecting stakeholders to the longer term vision of new possibilities inspires them to support tough decisions and critical goals.

This means having constructive conversations with vendors when payables are extended; keeping employees abreast of the truth of the situation; managing the relationship with customers and attaining new customers, as well as regularly communicating and negotiating with bankers and equity shareholders.

When this is done and everyone is aware of the realities and initiatives being taken, exceptional leaders will have the greatest chance of prevailing during difficult times

Thought Provoker

- In what ways might you be hunkered down?

- Have you cut back on marketing rather than looking at the longer term?

- Are vendors and suppliers fully apprised of your situation so that accommodations might be negotiated?

- Are employees inspired to stay the course?

- Are you out and about or are you in your office a lot?

- Are your bankers being kept fully up to date so that they can help?

- Does the board and shareholders know what is going on and what your plans are to address challenges?

Exceptional leaders don't hunker down in tough times. They are present and accessible.

~ Copyright protected by author Bruce M. Anderson. Reprinted with permission from Thinking Partners Inc.713-882-5285