Today is like no other time in history. The unprecedented outcome of the coronavirus pandemic across the world means that economies are failing and there is more unemployment than in most people’s living memory. Now is the time for leadership; now is the time for people to move out of their comfort zones and do something, do what it takes, to put the world back on track.
There is no doubt this is a frightening thought. Because we’ve never been through anything like this in the past, it’s impossible to know whether the path we’re choosing right now is the right one. The important thing to remember is that if no path is chosen at all we’ll remain lost in the woods, unable to see the daylight, unable to make any changes. Action has to be taken. Leadership needs to be the next step.
So what can make those who have the ability to lead stop being complacent or afraid — or both — and start actually leading? It all stems from a sense of urgency. Once that is implanted in the mind, everything else naturally follows. When there is urgency in what one has to do, it gets done; there is no time for anything else. Not only is this something that a leader needs to be aware of, it’s something they can use to their advantage when the time comes to lead. There are four stages that need to be addressed; let’s look at them now.
Bring The Outside In
People are afraid of change, even when they are calling out for it. It’s unnerving and uncomfortable, and despite the fact that the present is just as unnerving and uncomfortable, at least there is still some sense of familiarity, if not normalcy. This makes it difficult for leaders to convince people to follow them, especially if the destination is unknown.
In order to bypass this problem, we have the idea of ‘bringing the outside in’ (* see note below). Essentially, this means looking for external data to offer a sensible rationale for why any suggested change has to happen. A good example of this would be a company that believes itself to be the best and is therefore complacent, refusing to acknowledge any changes that it needs to make. By looking at external data to determine just where that company falls in comparison with its competitors, it is possible to show that change is not only a good idea, but absolutely necessary if it wants to stay on top. It’s easy to become blinkered when you’ve had it good for a long…
