Multipliers: How the Best Leaders Make Everyone Smarter


Check this post Multipliers: How the Best Leaders Make Everyone Smarter from Leading Blog: A Leadership Blog:

LeadershipMuch of what constitutes good leadership can be summarized in two words: respect and selflessness.

How we relate to those two words will determine how we lead. Consider two assumptions that lie at the opposite ends of the spectrum:

• Really intelligent people are a rare breed and I am one of the few really smart people. People will never be able to figure things out without me. I need to have all the answers.

• Smart people are everywhere and will figure things out and get even smarter in the process. My job is to ask the right questions.

What you believe has a big impact on the performance, engagement, loyalty and the transparency you find with those you lead and interact with. In Multipliers: How the Best Leaders Make Everyone Smarter, authors Liz Wiseman and Greg McKeown refer to those with the mindset represented by the first assumption as Diminshers and those with the mindset represented by the second assumption as Multipliers. It explains why some leaders create intelligence around them, while others diminish it.

The value of Multipliers is that is shows what these assumptions about people look like in practice and how they are reflected in your behavior. How would you approach your job differently if you believed that people are smart and can figure it out? With a Multiplier mindset, people will surprise you. They will give more. You will learn more. What kind of solutions could we generate if you could access the underutilized brainpower in the world? How much more could you accomplish?

It’s not that Diminishers don’t get things done. They do. It’s just that the people around them feel drained, overworked and underutilized. Some leaders seem to drain the “intelligence and capability out of the people around them. Their focus on their own intelligence and their resolve to be the smartest person in the room [has] a diminishing effect on everyone else. For them to look smart, other people had to end up looking dumb.” In short, Diminishers are absorbed in their own intelligence, stifle others, and deplete the organization of crucial intelligence and capability.

Multipliers get more done by leveraging (using more) of the intelligence and capabilities of the people around them. They respect others. “Multipliers are leaders who look beyond their own genius and focus their energy on extracting and extending the genius of others.” These are not “feel good” leaders. “They are tough and exacting managers who see a lot of capacity in others and want to utilize that potential to the fullest.”

The authors have identified five key behaviors or disciplines that distinguish Multipliers from Diminishers. You are not either/or but are somewhere along a continuum. These are all learned behaviors and have everything to do with how you view people. We don’t have to be great in all disciplines to be a Multiplier, but we have to be at least neutral in those disciplines we struggle with.

The Empire Builder Hoards resources and underutilizes talent The Talent Magnet Attracts talented people & uses them at their highest point of contribution
The Tyrant Creates a tense environment that suppresses people’s thinking and capability The Liberator Creates an intense environment that requires people’s best thinking and work
The Know-It-All Gives directives that showcase how much they know The Challenger Defines an opportunity that causes people to stretch
The Decision Maker Makes centralized, abrupt decisions that confuse the organization The Debate Maker Drives sound decisions through rigorous debate
The Micro Manager Drives results through their personal involvement The Investor Gives other people the ownership for results and invests in their success

They have developed an assessment tool you can use to see where you are. Importantly, the first place to begin is with your assumptions about people. If you don’t have that straight the rest is just manipulation.

As with most behaviors, we do them because we feel we have to. They are self-perpetuating. We jump in where we shouldn’t and come to the rescue. Under our “help” (domination) people hold back thereby reaffirming our belief that they just couldn’t do it without us. And they can’t or rather won’t. Instead they quit while still working for us or move on.

We see this in ourselves, in others and in organizations of all types. Leaders are especially prone to run over people, because after all, they have the vision, the know-how and the desire to get it done. We have to slow down and remember that we are not there just to get the job done, but to develop others to get the job done. They can (and need to be able to) do it without us. It’s our job to show them how.

In many ways, as leaders, we can become accidental Diminishers. The skills that got us into a position of leadership, are not the same skills we need to lead. Leadership requires a shift in our thinking. Wiseman and McKeown write, “Most of the Diminishers had grown up praised for their personal intelligence and had moved up the management ranks on account of personal—and often intellectual—merit. When they become ‘the boss,’ they assumed it was their job to be the smartest and to manage a set of ‘subordinates.’”

Here are some thoughts—out of context—from the book that will get you thinking:

“Marguerite is so capable she could do virtually any aspect of girl’s camp herself.” But what is interesting about Marguerite isn’t that she could—it is that she doesn’t. Instead, she leads like a Multiplier, invoking brilliance and dedication in the other fifty-nine leaders who make this camp a reality.

One leader had a sign on her door: “Ignore me as needed to get your job done.” She told new staff members, “Yes, there will be a few times when I get agitated because I would have done it differently, but I’ll get over it. I’d rather you trust your judgment, keep moving, and get the job done.”

The path of least resistance for most smart, driven leaders is to become a Tyrant. Even Michael said, “it’s not like it isn’t tempting to be tyrannical when you can.”

Policies—established to create order—often unintentionally keep people from thinking. At best, these policies limit intellectual range of motion as they straitjacket the thinking of the followers. At worst these systems shut down thinking entirely.

“It is just easier to hold back and let Kate do the thinking.” [They resign: “Whatever!”]

It is a small victory to create space for others to contribute. But it is a huge victory to maintain that space and resist the temptation to jump back in and consume it yourself.

An unsafe environment yields only the safest ideas.

[Multipliers] ask questions so immense that people can’t answer them based on their current knowledge or where they currently stand. To answer these questions, the organization must learn.

His greatest value was not his intelligence, but how he invested his intelligence in others.


6 Musts In Communicating Effectively


Check this post 6 Musts In Communicating Effectively from PluginID:

We all want to lead. We all want to make things happen. But in the process many of us forget to listen. Instead of hearing, we direct. Instead of understanding, we command. Yet true leadership and meaningful relationships require that you do more then listen, they require that you actually hear what’s being said.

Learning to listen is perhaps one of the greatest skills we can posses, because the more we listen the better we can understand the world around us. I’ll be the first to admit that I haven’t been the greatest listener at times, but I’ve put a great effort into becoming a better communicator.

The following are 6 steps on how to become a more effective communicator.

Commit: If you want to become a better communicator you must commit to improvement. Begin to take notice of how you act during a typical conversation. Do you interrupt frequently? Do you reject other people’s ideas when they don’t resonate with your own? Do you talk as if you know everything? Making the effort to listen will help you remarkably in your relationships.

Don’t Interrupt: In order to effectively communicate you cannot, I repeat,cannot interrupt. Far too often we get so caught up in our own ideas that we blurt out in hopes of gaining control. It’s important that you let the entire message be conveyed before you give your input. When you interrupt you’re robbing the person’s chance to express his or herself fully. Don’t interrupt, you’ll have your chance to speak.

Put Down Your Shield: Many times when we have conversations we go into a discussion with preconceived notions which blocks our ability to learn and understand. Obviously it’s ok for you to have an opinion but, for you to genuinely listen you must open yourself up fully. It’s OK if you don’t agree with what’s being said, embrace any conversation as a place to learn.

You Don’t Know It All: Have you ever said ” That’s not right” without actually knowing? I know I have. The truth is, you don’t know everything so don’t pretend like you do. Instead of being a know-it-all welcome the fact that you have a lot to learn. When you admit you don’t know everything you’re open to listen with an entirely different perspective which significantly increases communication.

Focus: When talking with someone it’s important to give them your full attention. In our age of distraction, we have hundreds of things going on during a typical conversation which ends up taking away meaning. You can’t listen to someone talk while you’re texting on your cell phone. You cant listen to someone talk while you’re day dreaming. You can’t listen when you’re watching T.V. Only by focusing on the conversation at hand can you really take away the significance of what’s being said.

Care: Care about what’s being said. Care about the ideas being discussed. When you’re interested in what’s being it allows for the conversation to flow. We all know when someone isn’t interested in what we have to say. Don’t waste people’s time pretending you’re being attentive when you’re not. Give people the respect they deserve.

If you’re currently struggling with your relationships put in the effort to improve. For the next few days focus on becoming a becoming a better communicator by sincerely listening. You may be surprised by the results.

How do you communicate effectively? How do you give people your full attention? I’d love to hear your thoughts in the comments below.

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5 Tips to Improve Your Memory


Check this post 5 Tips to Improve Your Memory from PluginID:

We live in an increasingly complex world. Every day, it seems we are asked to remember more things – passcodes for various accounts, anniversaries and birthdays, tasks to complete, and more. While organizational tools such as day planners and PDAs can help keep track of it all, it is still important to remember much of this information. If you struggle with data recollection, you may feel like you can’t do anything to improve your situation. You may think that you were born with a bad memory, and that you are stuck with it. Fortunately, that is not the case. Memory is just like any other thinking skill – there are things that you can do to improve you ability to remember things. Below are five simple tips that you can use to improve your memory.

  1. Give your brain some exercise. Imagine if you did a fitness regimen that consisted of nothing but pushups all day long. You would soon have well-developed arms, chest and shoulders, but the rest of your body would look the same as it did when you started. Your brain works the same way. If you perform the same tasks over and over every day, it gets into a rut and its overall ability to function is diminished. You can exercise all of the parts of your brain by giving it new tasks – something as simple as trying to perform a task with your eyes closed can help.
  2. Write things down. Many people think that if they have a good memory, they don’t need to bother writing things down. In fact, the opposite is true – writing things down helps improve your memory. This is because your brain is thinking about the item for an extra amount of time as you as writing, and that extra amount of time is often enough to lock that item inside your brain.
  3. Understand an item completely. If someone asks you to perform a task, and their description of the task isn’t clear, it will be harder for your brain to visualize the task, and as a result you may forget it. Ask questions about the item you are being asked to remember if you do not totally understand it. Get a firm understanding of the item. If it is a physical thing, try to picture the thing. If it is a task, visualize yourself performing the task. If there are “holes” in your visualization, get more information until the visualization is clear.
  4. Use small lists. Phone numbers are easier to understand because they are broken into groups. 800-555-1212 is easier for the brain to remember than 8005551212.
  5. Live healthy. Studies have shown that people who get proper amounts of sleep remember things better than the sleep deprived, and that non-smokers have better memories than smokers.

By using these tips, you can help improve your ability to remember the important pieces of information in your life.

Louise Baker is always forgetting where she left her keys. For her her day job, she writes about getting an Online degree. Her most recent article was on 45 Of The Weirdest College Scholarships.

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4 Simple Steps to Taming Your Work


Check this post 4 Simple Steps to Taming Your Work from Personal Growth Map:

Taming the Big Beast

One of (if not the) biggest obstacle to life balance comes from our Professional life area. More often than not, our work goes on a rampage, destroying all the precious time we set aside for family and fun. The most common approach to handling work is throwing more hours at it, in the hope of satisfying its insatiable appetite.

But spending more time doing work doesn’t translate to getting more and better results. In fact, the more time we spend working, the less efficient we become and the greater the damage we cause to our lives, our well-being and, paradoxically, our work.

The idea that you need more time to get more things done makes sense in theory, but performs terribly in practice. It’s best to abandon this worn-out idea and look for a better theory that truly reflects the reality we live in.

Below are 4 very simple steps that can help you tame your work and get more done at the same time!

Yes, life is good. :D

1- Set a limit to the number of hours you work a day

How many hours do you currently spend working?

Now, I want you to take a deep breath and set your daily limit 1 or 2 hours less than the time you currently spend working.

Sounds insane? Well, it gets even weirder as you progress through the steps below.

In her fabulous book, 168 Hours: You Have More Time Than You Think, Laura Vanderkam points out that the time we spend “working” isn’t fully packed with actual work. A great deal of our work day is wasted doing things inefficiently. I’m willing to bet that your approach to work can be improved, and shaving an hour or two from your work day will force you to consider ways you can improve your approach, rather than default to the ineffective approach of working more hours. (I’m doing Laura’s book a grave disservice by mentioning it briefly in this post, but I’ll be offering a full review of the book once I finish reading it!)

Do you have to attend every meeting you’re asked to attend? Do you have to check your email account every 3 minutes? Can you limit the distractions that pull you away from your work and out of your “zone”?

Once you set a daily limit to the number of hours you will work, use a stopwatch to record how long you spend working each day. When you reach your daily limit, you must stop working and tend to any of your other life areas.

It may feel painful at first, but you’ll adjust to it. After all, spending more hours working is a losing strategy. There’s no need to cling to it any further.

2- Set realistic daily goals

The reason why work doesn’t seem to finish is because it never does!

There will always be things for you to do. You cross off a couple of items from your to-do list, and 5 new items make their way to the list. That’s a fact you’ll have to accept and fully embrace. There’s no need to fight against it, in the same way you wouldn’t stand on the shore and demand that the tides change their direction. Fighting against facts of nature is another losing strategy.

So what’s the solution?

You set realistic daily goals for you to achieve. Once your daily goals are met, you can call it a (work) day.

You can choose to do more work if you still haven’t reached your daily work limit. But even if you leave those extra tasks incomplete, you have succeeded in completing the tasks you set out to complete for the day.

Without setting daily goals, you may feel that there’s more to be done, and you won’t feel satisfied with your work, no matter how much you do and how long you work. That’s because you’re trying to fit an unlimited amount of work into a finite number of hours a day. A losing strategy, indeed.

3- Break work time to short sessions of focused work

Having an 8-hour chunk of time a day will go to waste if you don’t break it down to shorter sessions of focused work. You can’t remain focused for 8 straight hours without risking brain damage or physical exhaustion. To make the most of your work time, set a specific task to work on, then focus on it completely for 25 to 30 minutes, without any distractions. Have a short break that takes your mind off the task for a bit (2 to 5 minutes), then continue working on your task if it’s not completed, or work on a different task if it is.

If you want to do a few tasks that won’t take you more than 10 minutes, make sure you set a time limit for them, so that you don’t spend more time than you need to, and you can learn to do things more efficiently, without succumbing to distractions or mental numbness (where you stare blankly at your computer screen or papers, not knowing what to do next).

4- Redefine “work” time

OK, this deserves another deep breath and an open mind.

Now that you’ve set your daily work limit, your daily goals, and are tackling your tasks in short bursts of focused work, you need to be aware of what constitutes “work” time where you keep your stopwatch running, and when to stop it.

You took that deep breath, right?

I think another deep breath is in order.

You keep the stopwatch running during your work sessions, while you plan what to work on, in the breaks between work sessions, when you’re distracted, during your commute to work and whenever you think and worry about work!

Take another deep breath if you have to!

It sounds crazy, I know. But it makes sense.


Because when we consider how we spend our days, we don’t realize how much time is wasted without us making the most out of it. What do you do during your commute to work? And if you were to consider it as part of your work time, how will you make the most of it to advance your career?

We tolerate distractions because we think we can take time to compensate for them. If we get distracted for 20 minutes, we’ll just add another 20 minutes to our work day.

We can prepare a cup of coffee in 5 minutes, but we choose to spend 20 minutes walking to the kitchen in slow motion.

We spend time with family, but we’ve kept our attention on our work. How does that make you feel, knowing that you can’t do your work because you’re with your family? How does it make your family feel, knowing that you’re not truly present with them?

We allow ourselves to worry about work, when there’s absolutely no reason to (it doesn’t help our work progress, does it?). But by considering “worry” time as part of “work” time, we will be forced to stop worrying, or else we’ll run out of hours to work in!

You need to be realistic about the time you’re spending at work and the time you spend getting to work. What can you do to reduce the amount of time you spend commuting? Can you negotiate days where you work from home? Can you spend the time commuting more constructively, by listening to an audiobook, for example?

If you can genuinely spend your commute on a recreational activity (e.g. reading/listening to a novel) or to strengthen social bonds (e.g. if you commute with a family member, friend, or colleague) or to keep fit (e.g. you cycle to work), then you don’t need to keep the stopwatch running. Otherwise, it forms part of your work time and comes out of your daily limit.

The steps above are simple, but they’re not necessarily easy, because they demand that we break out of an ineffective mold that’s preventing us from leading a balanced life and making the most out of the time we have. It forces us to think of creative ways to make the most use of our time. It’s uncomfortable to walk outside the safe confines of that mold we’ve grown so accustomed to, but it’s worth it.

Set your daily work limit, begin to define daily goals, work through them in focused sessions, and account for all the time you spend on work, so that you can realize where your time goes, and what you can do about it.

Photo credit: Manish Bansal

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Top Five Rules for Digital Marketing Success in an Anytime, Everywhere World


Check this post Top Five Rules for Digital Marketing Success in an Anytime, Everywhere World from Leading Blog: A Leadership Blog:

Leadership Nuggets

The On-Demand Brand Rule #1: Insight Comes Before Inspiration. The most successful digital initiatives typically don’t start with the idea for a cool new digital experience. Instead, they start with consumer insights culled from painstaking research into who your customers are, what they’re all about, how they interact with consumer technologies, and what they want from the brands they know and trust. Case in point: Dove’s “Campaign for Real Beauty.”

Rule #2: Don’t Repurpose, Reimagine. Creating multiplatform strategies that connect with audiences where they live doesn’t just mean posting television spots on YouTube in the hopes they go viral. In a medium where the possibilities are endless, television is the jumping off point to much more interactive and engaging experiences. You’ve got to invent new ways to help your customers make your brand their own. Case in point: HBO’s Voyeur Project.

Rule #3: Don’t Just Join the Conversation — Spark It. Out of the over 600,000 branded pages that Facebook Page Tracker monitors, a mere 57,000 have more than 1,000 “fans.” Apparently, most people don’t want to be friends with a brand. If you want to be part of the conversation on social networking sites, be the party that initiates it — through compelling experiences that keep customers talking. Case in point: Johnson & Johnson’s BabyCenter.

Rule #4: There’s No Business Without Show Business. Your brand is a story; tell it. Don’t just sell product; sell the problem it solves, the feeling it gives, the status it conveys, or the value it embodies. But beware of pushing to transform your brand’s website into an “entertainment portal” simply for entertainment’s sake. In the on-demand era, the best branded entertainment experiences are P-O-S-itive — that is: personalizable, ownable, and sharable. Case in point: Degree antiperspirant’s webisode series “The Rookie.”

Rule #5: Want Control? Give It Away. “User-generated content” (UGC) might not be cutting edge (it’s been featured on ABC-TV’s America’s Funniest Home Videos for nearly twenty years), but it’s a big-time buzz builder. Young consumers, especially adolescent males, seem more than happy to create their own video ads to upload on YouTube and email to friends. How do you give away control while simultaneously getting what you want? Ensure rewards for making UGC promote your brand, rather than mock or bash it. Case in point: Doritos’ $1 million contest for creating a Super Bowl commercial, which, according to the company, generated $36 million in free publicity for the brand before and after the big game.

Adapted from The On-Demand Brand: 10 Rules for Digital Marketing Success in an Anytime, Everywhere World by Rick Mathieson.


Maxwell Connect: 7 Things You Can Do to Become More Interesting


Check this post Maxwell Connect: 7 Things You Can Do to Become More Interesting from Leading Blog: A Leadership Blog:

Maxwell ConnectIf you want friends, show yourself friendly. If you want to connect with others, become the kind of person others want to connect with. Be the kind of communicator that you would like to hear. “Connectors,” says John Maxwell, “create an experience everyone enjoys.”

A big part of being an interesting person, is being interested in other people; making them feel interesting. You’ll be amazed how interesting you become to them.

In Everyone Communicates, Few Connect, Maxwell recommends seven things to make yourself more interesting. They were presented in the context of speaking to audiences, but as you will see, they have application to one-on-one communication as well.

  1. Take Responsibility for Your Listeners. It is our responsibility to make our communication enjoyable. It is our job to add value to others. Ask “What can I do to involve others and draw them into the conversation?” He reminds us, “Creating positive, memorable experiences does more to connect families than just about anything else.”
  2. Communicate In Their World. “If you want to get your message across, you have to learn how to communicate in someone else’s world…. Too often speakers are unwilling or unable to get out of their own world and say things from the perspective of their listeners.” You have to learn to connect what you want to say to what others’ needs are. “People don’t remember what we think is important; they remember what they think is important.”
  3. Capture People’s Attention from the Start. People make quick judgments about us all the time. As Sonya Hamlin suggests in How to Talk So People Listen, “from the moment when others first meet us, they are consciously or unconsciously evaluating us and deciding whether to keep listening or simply dismiss us. She says, If we’re not captured by something in those first moments, it’s ‘Excuse me, I see a friend,’ and off they go.” If it’s all about us and our opinion, it’s more likely that they’ll look for the friend.
  4. Activate Your Audience. Communicate energy and passion.
  5. Say It So It Sticks. “If you want people to remember what you say, you need to say the right thing at the right moment in the right way.” Timing is important. Find common ground and say things in an interesting way. Pause. “Connecting with people is a two-way street. It is a dialogue, not a monologue.”
  6. Be Visual. Paint vivid pictures in people’s minds. “Anything that can help people visually helps them to connect.”
  7. Tell Stories. “Perhaps the most effective way to capture people’s interest and make the experience enjoyable when you talk, is to include stories….We use stories to make sense of our experience. And when we share them, we help people understand us, themselves, and their world.”

“There’s different ways that you can measure people’s greatness. And the way I like to measure greatness is: How many people do you affect? In your time on earth, how many people can you affect? How many people can you make want to be better? Or how many people can you inspire to want to do what you do?”
—Will Smith, Vanity Fair, July 1999

John Maxwell asks, “In the end, what good is our communication if its impact ends the moment we stop speaking?”

Related Interest:
  Maxwell Connect: Everyone Communicates, Few Connect
  Maxwell Connect: 4 Barriers to Finding Common Ground


12 Leadership Guidelines for Leading through Learning in Turbulent Times


Check this post 12 Leadership Guidelines for Leading through Learning in Turbulent Times from Leading Blog: A Leadership Blog:

In January 2009, founder and chairman of India’s Satyam Computer Services—the “largest publically traded company you’ve never heard of”—Ramalinga Raju confesses to massive accounting fraud and resigns. In a five-page letter to the board, he described the problem saying, “It was like riding a tiger, not knowing how to get off without being eaten.” In an instant, he left behind him, chaos, distrust, and plummeting moral among his more than 53,000 employees. But Riding the Tiger is not about how the Enron-like tragedy occurred, but how a leading through learning strategy calmed the chaos and helped the company recover and rebuild.

LeadershipAuthors and former Satyam employees Pricilla Nelson (Global Director of People Leadership) and Ed Cohen (Chief Learning Officer) share the take-away lessons learned on the road to recovery and renewal. Step one was what they eventually called the “Lights On” strategy. That is “deciding exactly what must be done to keep the business moving and doing only that which is critical to help the organization stabilize.” They describe 6-steps—beginning with hold everything and build an adaptable stop-stop-continue plan—based on the two pillars of learning and communication.

Nelson and Cohen write, “Learning is critical for stabilizing the organization, providing guidance to leaders, communicating with employees, and keeping the business open.” Communication is critical. “The leaders who lead out loud—those who maintain transparency, approachability, and integrity—are the ones with whom people want to work, in good times and bad.”

Venkatesh Roddam, Director of VenSat Tech India was the CEO at Satyam BPO (a Satyam subsidiary), reflects on the resilience at Satyam, “To be faced with a crisis the magnitude of what Satyam dealt with and then one year later to be reborn and vibrant in a new avatar speak volumes about the value of a strong leadership culture. This resilience is the result of years of painstakingly implemented leadership strategies.” The authors stress the need for developing leadership guidelines in order to leverage learning and to assist leaders with the complicated people and relationship dimensions of the business. You can use these 12 guidelines as a basic for coaching conversations:

  1. Understand that we will never get back to normal: While it is comfortable to want to seek the status quo, “normal” in times of a crisis is constantly changing. Leaders need to move on to seek better ways of doing things, letting these new ways become the new normal.
  2. Take care of one another: Listening reduces anxiety. Provide regular updates on what is happening across the organization and expand inclusivity.
  3. React…pause…respond: The right response will be made once information gathering, integrity, an open heart, and seeking to understand have been considered.
  4. Talk—even when you don’t believe there is much to say: Overcommunication is essential during turbulent times. Consistent and continuous messaging prevents rumors from spreading and demonstrates the leaders’ approachability and transparency.
  5. Be visible—now is not the time to play hide-and-seek: People become fearful when the leader goes into hiding. As a leader, be present, inform comfort, and provide strength for others.
  6. Maintain integrity and high value morals: Current circumstances should not influence or distort your definition of integrity and other core values.
  7. Optimize costs, with retention in mind: Make cost optimization decisions keeping employee retention in mind. This allows leaders to assess risk and make more informed decisions.
  8. Be a brand ambassador: The organization needs people who are brand ambassadors. As brand ambassadors, you are responsible for representing the organization both internally and externally in a positive manner. This means you must refrain from making statements that might cause further turbulence.
  9. Assess and rebuild trust: Rebuilding an injured organization requires making difficult decisions that not everyone will understand. For this reason, you and other leaders must continuously asses and rebuild trust.
  10. Remember, leaders are human, too: Though there will be difficult times during a crisis, as leader, it is important to remain composed.
  11. Think like a child: Try to live “in the moment,” not allowing business to consume every moment. Work/life balance can exist, even in a crisis.
  12. Take care of your emotional, physical, and spiritual well-being: Don’t put any aspect of your well-being on hold. While change and uncertainty at work are draining, you cannot allow them to take over your life.

The authors say that 87% of businesses fail to recover from devastation such as this because they have “not correctly aligned their priorities for recovery, and more importantly re-growth. Too often the immediate focus is put on salvaging customer relationships and brand identity. The relationship with employees does not receive the same priority. Leaders do not communicate as much as needed leaving them wondering what the future holds for them and their colleagues. This dichotomy results in major turnover, far more than companies in crisis can withstand, and ultimately contribute to their failure.”