Most organizations have not prepared a long-term siege. Not only is it important to identify and intervene in long-term stress results at the top, but it is also important to think about concerns about the future leadership situation, focusing on organizational, cultural, and policy-making challenges that lead to difficult times.


In any institution with chronic stress, will affect leaders! Sometimes the effect is obvious and at other times subtle. Nevertheless, your leadership will not work effectively without coping with stress effects.

Former unanimous groups will most likely develop trust issues. Why? Because when the answers are not clear and handsome, the style difference will become apparent. People who usually work well can become controversial and arguing. Those who are critical, risky, happy with quick response and action become impatient with a thoughtful and prominent approach to issues. The slower to respond will become uneasy to the sensible "knife" response of their former "brilliant" peers. Communication becomes less fluid as it is "wise" to keep things in your own mind if you want to sustain the freedom of movement.

Turf war becomes even more important and sometimes deadly. Leaders who should be banding to fight the enemy are often willing to fight for themselves. "Looking good", stop avoiding, do not make mistakes, not attractive negative attention are all behaviors that are obvious at best rates. In bad times, they tend to thrive. Look around. How long can your leaders "hold their breath?"

It is important to monitor the effects of stress on an organization over time. Early in the dance, people can basically work on strong behavioral rules that contribute to the positive direction of the company.

Over time, people let down and allow their concern to prevent the future from having more play with their feelings. Looking at symptoms and catching less people about who they are is an important step that should often be repeated over a long period of time.

Preparing for hard times

Even the best athletes practice ever. They try to prepare for all the uncertainty. They understand that being and staying at the top of their game takes discipline and diligence. They never assume they can receive strong opponents in preparation.

Military officers regularly play games in the war to test their talents during a "battle".

What are our leaders? It is equally important that they are ready for difficult times. They have very advanced skills and extensive experience, but do they have mental and emotional preparation to keep cool, even tempered and focus on the challenges that last for months and even years? This question is especially valid in industries that have flourished for a long time. Suddenly they feel controlled by a volatile economic situation that makes plans and predictions impossible.

Optimizing overall performance and individual parts take exercise and preparation. Knowing what to emphasize in difficult times can be inseparable to live and flourish in the long run.

The essence of the preparation

Teachers how to think and respond to long-term pressure is similar to the background work of the student of the martial arts. There is an entire philosophy behind reaction to threats that will be carefully taught and practiced before the "race" begins.

The answers can not be found in typical places. The long-term burden on our economy is pushing us into new directions for answers.

As a martial artist learns how to control energy participation, our leaders must learn to monitor the energy of their organizations and their relationships. They must learn to "find" the results of their communication. They must know if their subordinates are aligned or broken. They must become aware of all their relationships and quality of communication through their ecosystems. They must understand how to move over battles and see things from a perspective that allows them to see not only current events but also patterns that indicate the direction of things.

In other words, our leaders will develop a new set of sensibilities to deal with the technical and tactical skills they are and have been studying. They must learn to consciously tap into their leading knowledge and to integrate "know" with the data that is sufficient in any leader.

Suppose the leader takes this advice as unnecessary or unnecessary. Perhaps the experience of the martial arts is a good indication of what is likely to happen. If a competitor allows himself to lose anger, distracted by fear, or arrogant in his prerequisites of his own abilities, try to imagine the effect of a very complicated dance in which he is a participant. The same applies to leaders of our organizations, communities and countries. If opponents have developed their talents and awareness on a higher level, the leader who has not wanted, simply loses. How?

If a leader sees the value of pursuing additional opportunities beyond what is usually taught or available through our typical leadership development method, how should or should it continue?

Firstly, he or she must acknowledge that this knowledge is not gained through conventional leadership development methods. That's bad news.

The good news is that the information is much easier than you might think. It's as simple and complicated, as watching events in different and broader ways.

If you're a golfer, for example, pay attention to what you've learned about golf. The serious golfer is aware of nuances whether the course leaning to the left or right, minor impacts of breeze, the importance of the fundamentals about position and perspective, etc. The serious leader must be equally tuned to people's nuances, behavior, environmental impact, etc.

A fun part of this knowledge is that when you follow your golf game and observe a fine distinction of what's happening, you can apply this understanding to your leadership. If you play the ball by surprise, dishonest in your approach, or even disagree and inconsistency, you find the same inconsistencies in your leadership.

It does not have to be golf. It can be all you want to learn. To be the master of all abilities must look beyond the sense of energy and emotion. A supervisor always goes out for technical knowledge and a leader is no exception!

Can this awareness be taught? Absolutely. Have most leaders seen the need to learn this additional skill set on top of what they are already learning? Rarely!

Do we want to survive this economic crisis if our leaders do not learn these additional skills? This time, probably. Unfortunately, we will probably recreate our crisis in a still more tragic form because our leaders will continue to make mistakes that lead us to our current position! Highly relying on algorithms that seem to validate policy mathematically have proven to be poor choices over and over again. Our cultural need for "proof" leads us to persecution of "justification" and at the same time diminishing ability to utilize and trust our common sense. It might be important to remind us that the capital melt we are experiencing was created using advanced models for loan books that somehow do not measure up.


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