HAMPDEN — Ross Giombetti acknowledged that it’s never easy to be a leader.
But it’s certainly much easier when times are good and the decisions are not that difficult. It’s when times are stressful and uncertain — and those two adjectives clearly and effectively define what it has happening locally, regionally, nationally, and globally due to COVID-19 — that leaders have to earn their pay and be … leaders.
“What’s that phrase — a rising tide lifts all boats,” said Giombetti, president of Wilbraham-based Giombetti Associates, a consulting firm that specializes in helping individuals, teams, and businesses reach maximum potential. “When everything’s going right, it’s easy to act the right way and manage the right way. The real test for a leader is how they act, behave, handle themselves, and make decisions in times of pressure, stress, or crisis.”
So, how does one lead effectively in such times? We talked with Giombetti and two others who would be considered experts on leadership — Jim Young, a Northampton-based coach, consultant, and founder of the Centered Coach, and Anne Weiss, a Longmeadow-based coach and consultant who specializes in everything from executive and team coaching to transition and succession planning. Suffice to say they had a lot to share on this subject. Here are some of their collective thoughts and words of advice on providing effective leadership in these unprecedented times:
• Be compassionate. “First and foremost, people need to be compassionate and understanding,” said Giombetti. “They need to listen to people and understand how all this is impacting them. And then be responsive. But first, you have to be compassionate, you have to be understanding, and you have to listen.”
Weiss agreed. “Listen to what people are having to deal with,” she said. “You don’t know what people are having to cope with — it might be their finances, it might be their kids, especially if school is closed. Leaders should have listening lessons where they say, ‘tell me what you’re dealing with, so I know.’”
• Be flexible. “You have to be flexible in times of stress and pressure,” Weiss noted. “In situations like the one we’re facing now, if you’re not flexible with your approach and mentality, that would probably make the situation with those around you far worse.”
• Gain the input of others. “Leaders need to open things up,” Young said. “They should say, ‘we’re in this together; I’m going to take the lead because that’s my role. But I’m also open to hearing what ideas you have.’ The strength of the organization as a whole is greater than the leader.”
• Be emotionally honest. “Leaders are looked to for answers at times like this,” Young continued. “And especially in this situation, there are no easy answers. It can an alluring trap to fall into — ‘I need to be in command, and I need to come up with answers and be in control’ — but they need the vulnerability of saying, ‘this is unprecedented. I don’t know what the answers are here, but I’m going to be here to work with you and take care of you, and I want to know what’s going on with you.’”
• But make the tough decisions. “Once you’ve heard people out and been compassionate with your ears by listening and showing that you really care, then it’s the leader’s responsibility to take bold action,” Giombetti said. “He or she has to make the tough decision. It may be unpopular, it might be one that gets ridiculed, but a real leader doesn’t worry about getting flak or being ridiculed, because they’re going to get it regardless of what they do. So you must have broad shoulders.
“If you worry too much, if you panic, if you’re indecisive, if you’re not committed to taking bold action,” he went on, “I think that’s when things can get far worse.”
• Maintain morale. “You keep morale up by acknowledging the leadership and what they’re having to deal with,” said Weiss. “You recognize the hard work people are doing, and you thank them for what they’re doing in these difficult times. Talk to people and show that you appreciate them.”
• Slow it down. “This is counterintuitive, but in situations like this, the best leaders will slow things down a little bit,” noted Young. “They’ll take an extra moment to assess what their plan is going to be and how they’re going to communicate that. Rushing with answers in a complex situation like this can create more damage because you might have to walk things back.
• Create a balance between thought and action. “A majority of us tend to react to situations of stress and pressure emotionally — it’s how our brains work,” Giombetti said. “We’re wired to react emotionally to most difficult situations. What leaders have to fall back on in times like this is, before they react or make a decision or even say something, just think through it; spend some time and think through it. Most people jump too quick to action, and most of it is based on emotion.”
• Show your emotions, but try not to panic or overreact. “Leaders have to balance being responsive, being compassionate, and caring about doing the right thing, and remaining calm,” Giombetti went on. “If you’re a leader and you panic and you show it, as kids do with their parents, your people will feed off that.”
• Listen to young people. “Generally, they’re not as stuck in their ways as many older people are,” noted Weiss. “They see opportunities and ways of doing things that we might not see.”
• Look for new opportunities. “Instead of looking at this as doomsday, leaders should be thinking about where there might be opportunities,” said Young, who is doing this himself. Indeed, he traditionally presents programs in front of large audiences, something he won’t be able to do for the foreseeable future. In response, he’s looking to present more programming virtually.
“There’s always light waiting on the other side of the dark,” he went on. “Sometimes, what’s required in these moments when the lights have seemingly gone out is an attitude of ‘what can we discover? What can we do differently?’
Weiss agreed, noting that many restaurants in the Boston area — and they are among the hardest-hit by the crisis — are responding by creating new takeout and delivery services.
• Finally, take care of your health. “Leaders have to be available to address what’s happening,” said Weiss. “So, while watching out for everyone else, they need to take care of their own health.”