News & Media

 

Transforming Leaders to Win in a New World

November 16, 2001
Mass High Tech: The Journal of New England Technology, Rebecca Shambaugh

The world became a different place on Sept. 11, 2001 - creating a unique and unprecedented time in American business - a time of universal need for mature and strong leadership. As the aftershocks of 9/11 ripple across America and through different parts of the world, leaders are struggling with new realities - sheer uncertainty, chaos and discontinuity in our personal and professional lives.

We no longer see a long, straight freeway stretching into the horizon. Instead, we find ourselves trying to make a hard right turn; or in some cases, we find ourselves standing at the end of the road. This has caused leaders to re-think the future and to ask themselves a different set of questions that will provide a different set of answers.

In the past several weeks, we have supported a number of leaders as they've responded to this unprecedented change. Overwhelmingly, these leaders agreed that they face a new set of dilemmas that call for a new way of leading:

  • A broader definition of security. Before 9/11, safety and security were related to an employee's job. Today's broader definition includes his or her psychological and emotional well-being.
  • Calling forth of compassion and empathy. Leaders have been called to restabilize, refocus and reenergize others as well as themselves, to provide people with the space to respond and experience their fears and concerns, and to express gratitude and appreciation for those who have been supportive.
  • Finding a new balance between a results-driven and values-driven organization. Many people are now seeking a sense of purpose beyond self. The corporation will serve as a key navigation system for restabilizing and refocusing organizations and their people.
  • Rethinking and reframing operating strategies, assumptions and sometimes vision. This requires new models that take account of continuous discontinuity and unpredictability. Nonlinear thinking, such as scenario-building verses more linear planning, will increase.
  • Courageous collaboration calls for more interdependent verses independent leadership. Building bridges across organizations, communities and the world will be an important call to action for our leaders.
  • The prevailing lean and mean bottom line and profitable model will be challenged with leadership's moment of truth - their commitment and service to their employees and the economy. Organizations need to retain their brain muscle and creative neurons, and trust in their leadership and customers' loyalty and retention - critical elements for future successes.

Leaders who respond to these challenges will not be cruising in luxury sedans. They will step out of their traditional organizational vehicle into something totally different - a vehicle that can handle off-road terrain in unknown territory.

Now more than ever, leadership is being tested. I believe that this time of chaos and discontinuity will breed opportunity to shape the future and to bring new meaning to our organizations, employees, communities and families.

Rebecca Shambaugh is president of Shambaugh Leadership Group in McLean, Va., which advises clients on leadership development and retention. She can be reached at rshambaugh@slgleadership.com.