Transform hope into belief. Over
time, you have to make that
hope turn into a belief system,
and they have to believe that
they can do it.
Part of that is a leader can’t
take someone along that journey. They have to do that
themselves. What you can do
is create scenarios for them to
experience success because
success begets success. When
you’re struggling or in a
restructure, you’ve got to take
that and give them the opportunity to start with small wins.
As they build small wins, they
build that confidence level, and
then they’re willing to stretch
and reach, and you keep
stretching them further than
they think they can go but far
enough that you think they have
a chance to get there.
Slowly, over time, you build
it and you build it. Suddenly,
what two years ago may have
seemed an insurmountable
problem is just a given now —
‘Of course, we can do that
because we’ve done it before.’
In an effective restructure, if
you do it right, it takes some
time because you have to
build that confidence level and
that belief in themselves, and
that’s just a function of time.
Lead change for the future. Hopefully, that’s something the leader is doing every day. If you’re not,
you’re not being much of a
leader. One of your primary
jobs — of course, you have to
worry about the day-to-day —
but the CEO has to be looking
forward down the road.
And when companies get into
trouble, it’s not what they did in
the last quarter that’s the problem. It’s what they didn’t do a
year, two years, three years
prior that’s the problem, and
that falls on the shoulders of
the CEO. If you’re not thinking
that you’re supposed to be figuring out how to change your
business every day, then you’re
not doing your job as a leader.
You’ve got to be the eyes that
are looking down the road
here.
HOW TO REACH: TravelCLICK Inc., (866) 674-4553 or www.travelclick.net
