Leadership Tips on Dealing with Tough Times

by Dan Goldberg


Back in May when I originally wrote this article, little did I realize how tough times would get.
Effective leaders steer through the waters of commerce, leading their legions by example. The first thing leaders must do is take an inventory of their own strengths and weaknesses. Following those realizations, they should then surround themselves with complementing individuals who will add to their strengths and help eliminate their weaknesses.
During these trying times it is essential to stay focused on your goals. It is imperative that your goals be realistic and reachable. Assessing the steps necessary to reach your objectives can lead you to understand that breaking down larger goals in more manageable and smaller ones may be the trick to keeping you and your employees’ morale and energy up while lessening feelings of anxiety.


Leaders who build teams and give them the power to function on their own (within the framework of the organization) should find themselves on the road to success.
During tougher economic times an organization that is run by a leader who has taken the initiative to add individuals who understand the values, mission, philosophy, and ethics of their enterprise will find that most of their team will hunker down and be on board regardless of the situation. That’s the purpose of finding like valued people. This does not mean that the leader should look for people who believe in the same methods of distribution, marketing techniques, and production systems, etc., because that can lead to stagnation and lack of creativity. What it does mean is that everyone is on board when it comes to the reason that the organization exists and what it strives to do. In my book “Lighten Up and Lead,” available through, www.dangoldberg.com, AuthorHouse, or Amazon, I address this subject in more depth in the Management Section.


One way to mitigate the possibility of having weak value links in the organization’s management chain is to ask open-ended situational questions during interviews or evaluations. These questions can address the person’s reactions to downturns in the economy and what they might be willing to do for the company.


While most interviews entail situational questions, they rarely pose problems about the possibility of a corporation’s reversal of fortune during low or no economic growth periods. An effective leader can spot people who may have the fortitude to tough it out and/or come up with solutions to stave off deeper problems and perhaps even come up with ideas to turn revenues around.


Leadership is about having the ability to see the entire landscape and recognize who and what is necessary to keep the organization moving forward. Choosing the right people (not just individuals who have the skills to perform, but also the values to perform in the interests of the company) and getting them to do what the leader wants them to do because they want to do it, is a way to ensure that everyone is committed to the company even when times are tough.
And don’t forget that creating an atmosphere that incorporates some levity, especially during downturns, is a good way to relieve stress. In the newly published book I co-authored with Don Martin, “The Entrepreneur’s Guide to Successful Leadership,” we discuss different methods for dealing with growth in our nine-step process. The book is also available at Amazon, Barnes and Noble or Praeger.


While the strategy may become a bit tightened during tougher times the methodology will basically stay the same. It is important to be able to re-evaluate or shift spending priorities without stripping away the essentials to allow your business to function effectively when the economy hit stretches like we are currently experiencing. Listening to your clients and prospects now is as critical as ever.


On my podcast site I have recorded a sales process that I developed titled, “The Six Sales To Solid Sales Success."™ If you take the time to listen to it, start with Step 1. You may find that it will help you and your sales team accomplish some of the sales and revenue objectives you’ve set for your organization and keep you on a path towards maintaining productivity and perhaps even growing during these challenging times.