L di i Diffi l TiLeading in Difficult Times

June 2009

Presented by:Presented by:Elizabeth C.S. Jamison

MBA DirectorR df d U i itRadford University

©2007 – All Rights Reserved Leadership Development Center

RECOVERY LEADERSHIPRECOVERY LEADERSHIP

SCRAMBLE IT…

LEADERSHIPLEADERSHIP

SCRAMBLE IT…

The global economic recession Will lik l ti th h 2009 ith d t t ti i 2010Will likely continue through 2009 with modest recovery starting in 2010

Recovery Begins

•- US•- US

y g

- IBM Estimates National Association for Business Economics , June 2009

“About 74 percent of the forecasters expect the recession - which started in December 2007 and is the longest since World War II - to end in the third quarter. Another 19 percent predict the turning point will come in the final three months of this year and the remaining 7 percent believe the

4

the final three months of this year, and the remaining 7 percent believe the recession will end in the first quarter of 2010”

- National Association for Business Economics , May 27th 2009

Who’s taking chances right now?

FEELING LUCKY?FEELING LUCKY?

Who’s taking chances right now?

FEELING LUCKY?FEELING LUCKY?

You don't have to be as bold as KelloggYou don t have to be as bold as Kellogg or as daring as Steve Jobs. But don't

use the long shadow of the economicuse the long shadow of the economic crisis as an excuse to downsize your

dreams or stop taking chances.dreams or stop taking chances.~Bill Taylor, Harvard Business Blogs

Sample Reaction 1: D i th h dli htDeer in the headlights

Antidote 1: Fl h h dli htFlash your headlights

Head in, hands on.R Ch

GUIDING PRINCIPLE - NOW~Ram Charan

GUIDING PRINCIPLE NOW

Sample Reaction 2:P ddl H dPaddle Harder

Antidote 2:

Moneyball: The Art Of Winning An Unfair GameWinning An Unfair Game

CHANGE YOUR VIEW

from Michael Lewis, Moneyball

Sample Reaction 3:P t d it ill j tPretend it will just go away

Deal with the world as it is notDeal with the world as it is, not how you’d like it to be.

Jack Welch

Antidote 3: Tell it like it is

Build your– Build your leader imageNot this one g

Be this oneBe this one

Eight Common Mistakesg

Too much Lack of interest Too much seriousness

Lack of clarity

Lack of interest

Obvious discomfort Lack of clarity

Self-absorption Inconsistency

Defensiveness Weak speaking skills

From the Center for Creative Leadership, 2009

Leadership ImageLeadership Image

Created through Controlled throughCreated through --– Personality– Behavior

Controlled through -- Written Communication Speaking styleBehavior

– Body language– Speaking style

Speaking style Sharing side normally

hidden

– Status– Physical

New skills Awareness and practice

Vi i f lappearance– Etc.

Vision of goal Authenticity

We judge ourselves by our intentions. We judge others by their behavior.

~Unknown~Unknown

From Ram Charan~“There are three differences in the leaders in these

circumstances.

1. The first and foremost is defining realism, and then taking the actions now and not postponing g p p gthem.

2. The second thing is orienting people on the new g g p p

reality with superb communications,internally and externally.

3. And the third, coping with the toughness of the existing environment, but positioning the business to change the game after the storm.”

Things to consider…g

D i i d b i d l Downsizing and your business model

Organizational silos

Where does the cash REALLY go?

Where are your people?

The people…p p

I t i l d l Invest in valued people

Diversity matters…maybe more now– Quick quizQuick quiz

Put people in the right place for successp p g p

Lean Thinking – Key Questionsg y Q

What is the real problem?

How do we fix it?

Who is best suited to fix it?

…because there will be an “after”…

Question…

Goals for “After…”

Closer connections with customers– Who are your “customers?”– Name 3 ways you could get closer too y y g

them during this time of turmoil More Creativity from PeopleMore Creativity from People

– What is the energy of “your people” right now?

– What’s the creativity level?– How can you increase these things?How can you increase these things?

What will the best organizations do during this recession?do during this recession? “They'll get ahead of the curve and conserve

their cash.

They'll take out frills and focus on the core. y

And then they'll think of how the market will have changed in two or three years and whathave changed in two or three years and what innovation they will need to have done to compete successfully, and they'll do that p y, yinnovation now.”

~ Ram Charan

Leadership Checklist – For Nowp Provide clear assumptions

Pro ide clear ie of realit Provide clear view of reality Reach out to people Focus on the future Tell people when valued by organizationTell people when valued by organization Deliver bad news personally

Clarify rationale for decisions for Clarify rationale for decisions for observersG Get immersed in operations

Leadership Checklist –F M i Ah dFor Moving Ahead Identify the “new knowledge” Identify the new knowledge Maintain leadership integrity

F th f t Focus on the future Have a vision Create your future leadership image

– Find out what it is nowFind out what it is now– Change behaviors to align with new image

Invest in people Invest in people

E i I i f hExercise: Interview for change

1. How will your department/organization be different in 2-3 years?

2. What is the single biggest challenge facing your organization in the next year?g y g y

3. What are the three things you plan to do about it based on the checklists?about it based on the checklists?

Th k Y d G d L kP t d b

Thank You and Good LuckPresented by:

Elizabeth C.S. JamisonRU MBA Director

http://rumba.asp.radford.edu/

©2009 – All Rights Reserved Radford University