Leadership Presence in Uncertain Times

During crisis points or times of uncertainty, leadership style and varying degrees of leadership acumen can serve to navigate an organization through a storm that is markedly different from that required in more constant, calmer periods of time. What leadership characteristics make a difference?

Changes in the business landscape over the last decade or more have redefined the notion of what is required to lead effectively and, more importantly, adaptively, when navigating unknown terrain. These changes include globalization, global economic shifts, and advancements in the use of technology, and they have contributed to redefining the traits that are required of our leaders today.

The leadership qualities that are essential to organizations in uncertain times hinge upon an adaptive, collaborative, and authentic mindset. Individuals with these qualities are becoming increasingly valuable, and they are reshaping the definition of effective managemen tand leadership style.

Leadership of the future.

A new kind of leader is emerging, and demands that individuals find ways to become more agile, and capable of working with sudden and perhaps unanticipated change, while serving the interests of various stakeholders.

They must be willing to make and drive decisions with limited insight, often under the pressure of time constraints. And they must show a talent for ‘social capital’ – building and managing relationships across many networks of people, particularly those outside their routine and zone of comfort.

This is not to suggest that the more traditional definitions and traits associated with leadership, and intellectual competency, such as determination and hierarchical management, are still required – that they are no longer sufficient alone. Effective leaders also need to demonstrate a high degree of social and emotional intelligence competency, which includes self-awareness, self-regulation, social awareness, empathy and social skill.

Beyond intellect—social and emotional intelligence matters.

In today’s ever-changing business environment, many organizations now require relational sensitivity as a desired leadership quality.

Implementing a significant shift in direction and managing the ambiguity associated with uncertainty demands a high degree of leadership competency, in particular, the distinguishing features of social and emotional intelligence.

The process of managing organizations through unforeseen or painful change initiatives is as much about generating desired performance results as it is about successfully influencing employees to follow a new direction. Leadership is no longer focused on control – it is also about generating trust, building resiliency, and creating a hope and a vision for the future.

Relational sensitivity is also essential to adaptation and successful change, as more leaders are expected to be socially confident outside of the confines of their organization, finding their comfort in the cultivation of new relationships, that serve to deliver meaningful business outcomes.

Broader implications and coaching opportunities.

As more organizations seek to adapt, relational sensitivity becomes far more important in business. Business and technology advancements are also accelerating the need for this trait as new stakeholders may extend beyond the market space that the company has long been accustomed to operating within.

At Higher Ground, we see that relational sensitivity in leadership is becoming more pronounced, primarily due to the level of exposure that business leaders are dealing with, given the breadth of organizational issues and points of contact they must engage.

Our years of work within growth and change organizations has clearly illustrated just how important it is for leaders, be they emerging, senior, or executive level individuals, to find their comfort with change, and the necessary confidence to navigate the way forward.