Managing in the Midst of Chaos

A Leader's Reality—Leading in Adversity
Robert B. McKenna

"Consider it pure joy, my brothers, whenever you face trials of many kinds, because you know that the testing of your faith develops perseverance. Perseverance must finish its work so that you may be mature and complete, not lacking anything." (James 1:2-4)

James offers us a very sobering piece of advice. In so many words, he's asking each one of us to not only be thankful for the adverse situations we face, but also to recognize the necessity of adversity for taking us to the next level. As James goes on, is his reference to listening, the regulating of what we say, and warning against our inflated egos a coincidence? Or was he highlighting some basic tendencies we have as human beings and as leaders when we face trials and adversity?

Leading during times of personal and organizational pressure is hard work. These times probably left you more aware of your strengths and limitations, and shaped your leadership as you know it today. They also presented you with the daily challenge of taking stands, listening continuously, and doing these two things at the same time.

There's no doubt that being in a position of leadership is uncertain at times, but when those around you are uncertain about the future of their organization and their role in it, the pressure you feel becomes as real as ever. These situations challenge your sense of identity, your confidence and your ability to stay connected to the people who call you their leader.

In these times, you might be tempted to lean on your competence, and in response, lose your willingness and even your ability to empathize, to connect, and to attend to the very real needs and wants of those you lead. On the other hand, you might feel an overwhelming need to maintain your relationship with stakeholders, even if it means sacrificing your own convictions. This is why leading in adversity is really hard work.

Based on our conversations with hundreds of leaders in Fortune 100 organizations, and in a variety of churches, parachurch organizations and other not-for-profit organizations, we know most of the key developmental events in leaders' careers happen when they're under fire from all sides, at the edge of their comfort zones, and facing tremendous adversity. We also know these experiences presented leaders with competing pressures to be strong and convicted, as well as approachable, self-aware and connected leaders.

Know Who You Are and What You Want

Chances are, you got into your current position because someone you knew had confidence that you knew your business or ministry well enough to do the job. That person probably also knew you had the courage necessary to make tough decisions, and the wisdom to get feedback from your key stakeholders before you act.

However, as the responsibilities of the job increase all around, many leaders become less and less effective and spend less time being deliberate about connecting why they lead with what they'll ultimately do. Without that reflection time, emotional pressure from others can cause you to act in the moment, with emotional responses that may get you away from the things you know you want out of the situation and that might be best for your organization.

Being reflective and deliberate as a leader provides a context to every situation, conversation and decision. Many Christian leaders struggle with this. Where does my will begin and end in relationship to God's will for my life? If Christ is at the center of your purpose, your purpose is made clearer, but you still have to do the work of defining your position during difficult leadership times.

If you abandon any part of yourself for the sake of consensus, the outcome can be a lack of respect from your followers and even a lack of self-respect on your part. The people in your organization may not always like the decisions you make, but they'll respect you more if they know you have the courage to follow through.

One way to make sure you're following your gut in any high pressure situation is to ask yourself some tough questions. While you may not need to communicate all the answers you come up with, they may give you permission to explore those things that are rarely negotiable for you.

• What would you do in this situation if you weren't afraid? Even when you aren't fully aware of your fears and insecurities, they will impact how others see you. If you feel like an imposter, others will know it, and will respond to you in kind.
  
  
• What do you need to do in this situation to look yourself in the mirror next week? If you've surrendered your life to Christ, the standards have changed, the desired outcomes have been altered, and your leadership isn't about you. What will you make it about?
  
  
• What price are you willing to pay for the outcome you desire? Leadership is rarely about getting everyone to agree, but more about getting as much input as possible, and being courageous enough to take a risk, sometimes risking relationships, consensus on satisfaction with the outcome, and putting other people on the edge of their own comfort zones.
  
  
• Considering all the stakeholders involved, what are the tough decisions you'll need to make? This is easy to say and tough to do. If you lead others in times of adversity, it's unlikely they'll all agree with you. Nevertheless, you must make tough decisions, and continue considering the impact on others along the way.

The Leadership You Project

Being true to yourself alone will not complete your leadership in high pressure situations. In organizations that value high performance, celebrate and reward the tough-minded, and tap our ever-increasing reliance upon achievement as a means to feeling satisfied with our work, what does it take for you to stay connected to the key stakeholders around you?

As your successes add up, your organization grows, and you get more pressure to move forward, to produce, and to build a body of accomplishments, oftentimes your ability and willingness to hear others is damaged. Others know immediately when you no longer value their input. In fact, you might think and say you value the input of others, but the pressure to do more and do it better can completely mute your ability to stay in touch. So what's a leader to do?

Realize that your ability to stay connected, to slow down, and to hear the voices of your stakeholders are key to your ability to truly lead well. And, realize that pressure and adversity may hinder your ability to listen. James knew this.

"My dear brothers, take note of this: Everyone should be quick to listen, slow to speak, and slow to become angry." (James 1:19)

The input of others who have a stake in the outcome is critical to your leadership, but you'll face increasingly cloaked pressure to do otherwise. The other people involved will push you to react, even though it might be in their best interest to help you understand their needs. The fact is they know your tendencies under pressure, and even your negative response may provide some comfort. Ultimately, you can remain the target of blame if you do what others have seen you do before.

Here are some questions to ask yourself that can help you to feel more confident that you're paying attention to the voices around you.

1. Who are the key stakeholders in the situation and what's at stake for each of them? Take the time to make a list of those who'll be impacted or have a stake in the outcome. Hopefully you understand the adversity you're facing, but do you understand what others are feeling and why? For many of the leaders in our work, this means being deliberate about checking in with even the most challenging individuals, be they peers, bosses, subordinates, volunteers, family members or the community.
   
   
2. Do you tend to fill the silence with your own voice? Leaders often become uncomfortable with silence when they feel personal pressure. They feel they're expected to have answers, to be right and to produce results. Speaking into silence for the sake of filling the silence is an anxious response. Find a trusted colleague who can watch you under pressure in the presence of others, and will tell you if you need to stop talking so much, and begin listening.
   
   
3. How can you create an environment in this situation where people will come to you with good and bad feedback? If you're a strong leader, even a good leader, those you lead may not communicate with you enough. Followers may dismiss the value of their contribution, think you're too busy for them, or may feel intimidated by you. Remember, you're more than likely in a position of authority. Encourage feedback from others and see question #2 above.
   
   
4. When you're confident you finally understand other people's perspective, how will you know you're correct? We often ask leaders if they know what others are thinking in the midst of organization or personal adversity. Many leaders say, "Yeah, I know what they're thinking." How do you know? "I asked around the office and I brought up the issue at our last board meeting and no one had any objections, so they're on board." If you don't have much feedback, or haven't been deliberate about processing the different opinions of your stakeholders, chances are you don't really know their perspective yet. Again, see #2 above.

Why Do You Lead?

Why have you chosen to be in a position of accountability for others? This is the reality of leadership. It's only a matter of time before that accountability will provide pressure, anxiety, opportunity and challenge. If God has gifted you to lead, you have a tremendous opportunity and daily challenge.

Adversity provides the crucible upon which your leadership will mature, and the temptation to be reactive, to make decisions unilaterally, or to be frozen by the need for consensus will diminish. The advice of the leaders we have talked to is to take the time necessary to step back and see the big picture. Regulate your emotions in real time so you can get the perspective necessary to manage the anxiety others are feeling.

In other words, know your hot buttons and get perspective, so you can pay the necessary attention to what you know needs to be done and to the needs and wants of the other key stakeholders, even those bringing you the most heat.

Differentiate yourself by refusing to react one way or the other when others push you. Regulating your reactivity will help others know you're a leader who's in touch with their reality, and that you have the courage to follow your gut, even in the most challenging times.

Robert B. McKenna, Ph.D., is chair of organizational psychology at Seattle Pacific University and founding partner of Project Aduro, a leadership development consulting firm in Seattle, Washington. He has worked as a consultant in the areas of leadership development, executive coaching and organizational change, with a primary focus on helping leaders in times of adversity and significant personal challenge.