STEERING THE SHIP

Self-confidence and resolve are key

BY Archana Law

What’s the state of leadership today, how has it grown and what has changed over time? And what do the leaders of tomorrow need to know to achieve success in the coming years? After all, almost every leader would have faced moments of crisis that range from bumpy roads to more sustained problems.

Yet, the present COVID-19 pandemic is completely different to anything we’ve faced in over a century since it poses a prolonged and possibly existential challenge – for organisations and individuals alike.

Effective leadership in a protracted crisis with such serious consequences is absolutely vital for a business and its employees, and requires physical, psychological and emotional fortitude. Having researched many effective leadership traits and styles over several years, I’ve come to understand that true leadership has a key requirement – viz. courage.

Aristotle called courage the first of human virtues because it makes all others possible and is the starting point for transformational change. To be a leader means to render bold decisions that often provoke resistance.

It takes courage to move people into an uncomfortable and relentless pursuit of improvement in efficiency, profitability and production. This requires invoking people’s passion and engagement, and in turn valuing behaviour that’s creative, innovative and entrepreneurial.

The Dean of Oxford College of Emory University Douglas Hicks says that courage not only enables someone “to take risks that others fear in order to achieve something important” but also “requires both self-confidence and resolve.”

A case in point is the Prime Minister of New Zealand Jacinda Ardern. Her leadership in the aftermath of the Christchurch massacre catapulted her into the international limelight. And New Zealand under her leadership seems to have succeeded in flattening the COVID-19 curve.

Courage can be an intimidating concept because we often equate it with bravery and heroism although it isn’t reserved only for heroes.

You have also been courageous if you’ve ever taken on a role that eclipsed your skills, gave a presentation to the superior of your superior, asked for a pay rise, confronted a workplace bully, stopped a production line because you saw a safety protocol being violated and so on.


It’s also about action and initiative, and taking a leap before the safety net below you is fully secured.

Australian Prime Minister Scott Morrison faced heavy criticism for his mishandling of the horrific bushfires not long ago. A month later, in a dramatic turnaround, the very same leader picked up his game and displayed outstanding leadership during the coronavirus pandemic.

Morrison created a national cabinet as a unique decision-making authority that successfully overcame ideological differences and worked together to achieve the common goal of overcoming the crisis.

Courage involves releasing one’s need for control or perfection, and having the vulnerability to acknowledge and share future uncertainties. It also takes courage to speak honestly and assert one’s viewpoint even if it runs counter to the popular opinion of the boss or team.

In their article titled ‘Back on Track: What Leaders Can Learn from Ferrari’s Approach to the Pandemic,’ authors Massimo Bergami and Francesca Gino describe how Ferrari’s management often found itself far ahead of the government in imposing restrictive measures to try and contain the spread of the coronavirus.

By keeping their communication channels open and transparent, they balanced employee welfare with stakeholder interests and set a sterling example of leadership.

It takes courage for a leader to be able to adapt in a crisis, transcend the stresses of adversity and emerge stronger than before. During this pandemic, resilient leaders have had to respond and adjust to fluid circumstances in a climate that changed from day to day… and sometimes, hour to hour.

As the world begins a prolonged adjustment to the ‘new normal,’ responsible and thoughtful leaders must prepare for a significant shift in operational priorities. Their leadership style, which had possibly served them well up to this point, will need to be revisited and adapted to address this extraordinary crisis.

Leaders who thrive in normal operations or even during temporary crises may struggle to sustain personal fortitude when a prolonged crisis impacts their organisations, communities, families and themselves.

They must take the time to understand the impact of any fear on themselves and create a psychologically safe space for their people, promote wellbeing activities – such as practising mindfulness, meditation, gratitude journaling, daily affirmations and social connections – and look for ways to provide antidotes to anxiety and fear.