Page 18 - NBIZ Magazine April 2022

❹ WAYS can be difficult. To do well, leaders should know more about
themselves, the people they lead, and how these people per-
ceive their leader(s). With that knowledge, leaders can adjust

to meet the needs of their team(s) and organizations.
for Selecting & Developing Coaching and Training: Helping leaders know more
❸about themselves and how others perceive their
Capable, Confident Leaders! leadership abilities is a great place to start. But to actively
take the next step in developing leaders, one needs to double
down on coaching and training. One needs to help leaders
flex and build their leadership muscles—especially during
uring times of economic uncertainty, shifting work difficult times. If a company restructures teams and roles, it
conditions, and global crises, companies need capable should make it support leaders with training and coaching
Dleaders that drive results more than ever. They value to keep them engaged and driving results. Defining what
leaders who can adapt to change, maintain communication, one expects from a leader in his/her company is a great start.
and guide their organizations toward brighter horizons. Or- Next, make sure leaders in the organization fully
ganizations need leaders that see a crisis as a challenge and as understand the company’s culture, job processes, and sys-
an opportunity to create something even better than before. tems. To help leaders develop further, create individual or
So, what can companies do to evaluate who the right team projects that challenge them in new ways, a virtual
leaders are for high-stake roles? And what can organi- training event, or mentorship opportunities. Now that so
zations do to engage these leaders to perform their roles many people are working remotely, this provides a great
successfully and to drive the results needed to survive an opportunity to give leaders access to mentors in other
economic downturn? The below explores four methods locations that can help with their development. One can
companies can utilize to select the right leaders and learn a lot from people who’ve found success already—no
engage them fully in their roles. matter how seasoned they are.

Job Fit: While hiring may not be a priority for many Motivation: As with anything else, if people feel
❶businesses during times of economic uncertainty, ❹motivated to do something, they’ll likely follow
surviving is. Companies can increase their odds of survival through on it. One can keep leaders motivated by helping
and success by realigning employees to roles where they can them create individual development plans and career paths
excel. That could involve re-evaluating who the key people so they can visualize their future with the company—even
are that the company needs to advance high-stakes projects if the future seems difficult or full of uncertainty. Once a job
and initiatives during uncertain times. Identifying these key or role becomes stagnant, motivation begins to drop. Career
people requires the re-evaluation of roles, team design, and pathing can help leaders visualize their goals, connect with
job requirements. Reassessing roles, however, places a lot a sense of purpose, maintain their motivation, and work
of extra pressure on managers and leaders that already feel even harder. After all, what does a leader have to gain if
heightened stress during times of crisis. there is nothing to strive for? Also, don’t forget to recognize
Therefore, the first and most important question leaders for significant performances and achievements in
companies should ask about their leaders is, “Is this public. That can be motivating, too. And remember that a
person right for the job?” Job fit has everything to do with crisis brings out the best in some leaders. It’s often a time
whether a leader will succeed or fail. If management puts for them to do things that make their jobs exciting, whether
a person who is afraid to delegate or make decisions into a that means operating at a fast pace, generating new ideas,
leadership position, does one think they’ll succeed? or persuading others to buy into a new vision. So, encourage
Will they be able to operate under pressure or inspire leaders to step up and make the most of these opportunities.
others despite an uncertain future? This is where it becomes As you select and engage leaders to achieve success,
especially valuable to know one’s employees at a deeper level. keep in mind—leaders don’t just appear overnight. Like
Selecting the right individual for the proper role means anyone else, they need continuous training, development,
spending more time thinking about how their cognitive abili- encouragement, and room to make mistakes. That's espe-
ties, behavioral traits, and interests will help them succeed. cially when stakes and stress levels run higher. Remember
to cut leaders some slack and keep the lines of feedback
Feedback: Feedback provides one of the most effective and communication open. If leaders have what they need to
❷tools for developing leaders, especially during times of succeed, they can give the rest of the organization what it
crisis and rapid change. The more leaders know about how needs to succeed as well.
others perceive them, the more they’ll be able to learn about
themselves and improve at what they do. Feedback allows For more information on a solution that uses feedback,
leaders to raise their level of self-awareness and adapt to the insights, and reliable data to develop capable, confident,
needs of their teams and shifting circumstances. Of course, and successful leaders, contact Michelle Caspole at
getting people to adapt and change based on feedback alone MCaspole@Assessmentspecialists.com.

18 NBIZ ■ April 2022