Coronavirus Response: What WE can ALL do to step up and lead during an emergency!

日本語は上手なりましょう。日本語は上手なりましょう。日本語は上手なりましょう。日本語は上手なりましょう。日本語は上手なりましょう。I'm Jim Bouchard, founder of The Sensei Leader Movement. I'm glad you're here with us for this very special program.

First, I want to thank our members and clients for even suggesting it.

They asked us to share some strategies and tactics to help us lead in a challenging time like the one we're facing today with this coronavirus— and it's going to get more challenging before it's done. Today we need leaders to step up, and I mean leaders at all levels. You know, leadership has nothing to do with rank, title, or position of authority. Leaders are people who see what needs doing and they do it. And right now we need leaders from the front lines to the C-suite.

So I hope you'll enjoy this program.

Please feel free to share it, and if you're not a member already, please join the Sensei Leader Movement to access more programs just like this.

There's no way to soft-pedal it. The coronavirus is now the greatest challenge facing us, all of us today, and the economic effects are going to be just as challenging as the disease itself. We need your leadership, and it doesn't matter if you're a shift manager, the CEO, or the janitor. We need leadership at all levels. Now, leadership has nothing to do with rank, title, or position of authority. Leaders are people who see what needs doing and they do it. And right now, we need all hands on deck. I'm going to share some very specific strategies that help us lead in a crisis, but first, we've got to lay a foundation. In situations like this, we need the respect, trust, and loyalty of the people we serve more than ever. And in a crisis, when our emotions and nerves are taxed too, it's more important than ever that we continue to earn these things. And here are the most important things we need in order to earn that respect, trust, and loyalty. Courage, compassion, and wisdom. You might think we wouldn't even need to say it, and this is one of the reasons I keep saying leadership has nothing to do with rank or position of authority. There are a lot of people who are supposed to be leaders, who call themselves leaders, who are acting like children. And I'm sorry, I struggled to find the right words to express that, and that's the most diplomatic I could come up with. Don't get me wrong, I'm not saying you shouldn't be scared. To some degree, we all are. Courage is not the absence of fear. The absence of fear is stupidity. And right now, people who don't look concerned are either seen as ignorant, arrogant, callous, or just plain obtuse. And I don't mean you shouldn't tell people you're scared. In fact, a little vulnerability goes a long way in building trust. It's how you express your fears that matters. Courage is doing what needs to be done in spite of your fear, and it's managing your fear so it doesn't run away with you. Now, nobody's going to follow an unemotional robot, but they won't follow an emotional basket case either. You've got to be a calming presence. Project an attitude that says, "I know you're scared. I am too, but we've got this." If you need a moment once in a while, take it. Take it behind closed doors, or at least with a small group that you trust. Have your cry, but then wipe your tears, wash your face, take a deep breath and step out with confidence. Compassion. I mean genuine compassion, which might not always be seen as kindness. And again, don't get me wrong, right now kindness is more important than ever, but you might have to make some tough decisions for the good of your people, and they might not always look like kindness. Genuine compassion means true understanding, empathy. You've got to discipline yourself to see things from the other person's point of view, especially in a crisis. Be patient with them. Nerves are raw. As leaders, we just can't afford to lash back at every little outburst. We've got to understand that people will have a hard time containing their emotions right now. We've got to be the ones who take a step back and count to 10. And compassion means we've got to consider the impact of any decision we make on the lives of the people we serve, all of them. We've got to do our best to put ourselves in their shoes. We need the best from our people right now, everybody. We need to bring them together and we need them all to pitch in. And people perform at their best when, and only when, they know their leaders care. Now's the time to show that we care.

Wisdom.

This means knowledge and experience tempered by awareness. Now, wisdom isn't some rare quality of hermits and sages. It's a common characteristic of every effective leader. I'm not going to spend a lot of time on this one today, but enough to say that the knowledge and experience part is pretty self-evident. It's the awareness part we need to pay attention to right now. And that's what awareness is: paying attention, internally and externally. In challenging times, you've got to make sure your self-perception aligns pretty well with the way others see you. Too much of a gap can ruin your ability to lead, and it's easy in times like this to get siloed and, and let that gap get very, very wide. Even when the poop is hitting the fan, you've got to take some time to step back, see yourself accurately, and understand how others are responding to you. If there is a gap, you've got to make adjustments, and quickly. One of the best ways is to make sure you've got one or two trusted confidants with you at all times. You don't want yes-men, not ever, but especially not now. You want and need a couple of people who give you accurate feedback and, if necessary, call you out if you're losing your way. As I said earlier, if we're going to lead effectively, we need the respect, trust, and loyalty of the people we serve. These are our most valuable assets. What can we possibly accomplish without them? We earn this respect, trust, and loyalty when we lead with courage, compassion, and wisdom. Then and only then can we get on with our job. One of our biggest jobs as leaders, and the one we're focusing on today, is to get people pulling in the same direction. We've gotta get people working together so we can all succeed. In a situation like this, to survive. And I'm not trying to be dramatic, and I'm not talking about people dying from the virus. We're doing our best, but our best isn't gonna save everyone. I'm talking about how we're gonna get through this and still have our businesses, our communities, and our countries. That's not gonna happen if we allow our fear to tear us apart. Now, it's natural for us to look out for number one in a situation like this. It's dangerous to deny that. Our strongest instincts are for self-preservation and self-interest. That's why we need to unite people in a common cause, something that's bigger than any one of us as individuals. We need to transform "me" into "we." And to do that, we need to inspire, empower, and guide. So how can we really inspire? Well, first of all, lead by example. There's nothing more inspirational in a crisis than a calm leader, someone who's keeping a cool head when everyone else is freaking out. And people follow examples much more enthusiastically than orders. There are plenty of frantic people barking orders all over the place right now. Those people who are staying calm and simply walking the walk are the ones who inspire us. Be that person. Model the behavior you expect from others. Like wisdom, too many people think inspiration is something only a few can do. No, it's commonplace, or it should be. Think about it. Sometimes the smallest acts of kindness are the most inspirational. A friend of mine, Matt Jacobson, shared a story this week. He was in the store and he saw a man who was obviously upset and confused. Turns out the man's a recent immigrant from Africa. He doesn't speak English very well, but my friend found out that this guy just couldn't figure out how to get toilet paper. He explained that he didn't have the money to stock up, he had 3 kids at home, and the problem was the The store wasn't even bothering to put the paper on the shelves. The shelves were empty. That's why he was confused, but there were carts full of it. So Matt just went over, bought a package of toilet paper, and gave it to the man. Now that's a small gesture, but that's leadership. That's compassion, and that's inspirational. Empower. Give the people the resources they need to perform at their best. Now, I hate it that some people see empowerment as a grant, as some kind of permission. No, empowerment is solid. It means getting people what they need to perform effectively. And if you want them to do their best, get them what they need to do their best. Make sure they've got training. Prepare them. In this situation, ask for people who want to train in special procedures, like how to sanitize the workspace or how to implement safety protocols. For those dealing with people, train them how to manage someone showing symptoms who showed up for work, or how to switch to remote work. Make sure they've got the supplies, equipment, and other resources they need. That seems obvious, but situations like this one always reveal huge gaps in the supply chain. And make sure they've got the authority and autonomy to make decisions and do what needs doing in the moment. That's why training and preparation are so important. But above and beyond that, if you want people to perform at their best, you've got to trust them. You gotta let go of that urge to manage everything and trust people to do their best. And if you can't trust them, well, we'll have to save that for another day. And guide— teach, coach, and mentor. I know it's hard when things are chaotic, but this is another area where you've got to make time, even in a crisis, especially in a crisis. And in a crisis, there's plenty of opportunities to teach, coach, and mentor in real time. We're all moving fast right now, but along the way, share your wisdom, experience, and knowledge with the people around you. Respond quickly with assessment, corrections, and guidance. A while ago, we did a bumper sticker about adversity. I wanted to help people shift their thinking about it, and right now we've got plenty of it, right? The bumper sticker said, "Celebrate adversity. It's your opportunity to discover the person you might not ever have imagined without it." Everything you teach right now will make you stronger on the other side, and the people you mentor through this mess will be your best leaders when it's over. All right, now let's cover a few strategies that'll help you lead with courage, compassion, and wisdom, and will help you inspire, empower, and guide the people you serve. No blame. Blame is destructive in the middle of a crisis. And take care not to blame in your own leadership practice. It's easy to do in these situations. Right now people are angry. They're blaming the government. They're blaming scientists. When they get laid off and start struggling with payments, they might start blaming you too. And people are blaming leaders for their response. We can argue whether or not the response has been appropriate to the threat. Let's save that for when this is all over. Let's focus on what we need to do as leaders to face the very real challenges the virus and our response is handing us right now. Work the problem. There'll be plenty of challenges coming as this thing unfolds, and I mean work each problem as it comes. Identify the impact, focus on solutions and workarounds, face the problem head-on. It's real easy in a situation like this to get overwhelmed with things that we have no control over. Focus on what you can control and try very hard not to worry about the things you can't. Now, the economy is taking a beating, for example. Whole industries are shutting down and more are scaling back, particularly those that deal with the public in large numbers. People are losing their jobs and very soon won't be able to pay their bills. What's your response? You've got to focus on immediate steps that'll be best for your staff and your customers. And you've got to consider all the angles. How will your decisions impact everyone you serve? We've got to move fast but deliberately, thoughtfully. Get people involved at all levels. One of the biggest mistakes leaders can make in a situation like this is trying to do it alone. You're a leader. By definition, you're not working alone. And as I just said, you may have to make decisions that severely impact the lives of the people you serve. So involve them. Be as transparent as possible about what you're facing. And I mean involve everyone. In larger organizations, involve representatives from as many levels as possible. Solicit input from your clients and your customers. Keep remembering, leadership has nothing to do with rank, title, or position of authority. Everyone on your team, everyone, can contribute. General Patton famously said, "Never tell people how to do things. Tell them what to do and they will surprise you with their ingenuity." Tell people you're up against it. See what solutions they come up with. You may be very surprised when some of the best ideas come from the most unlikely sources. Tell the truth. The problem with coronavirus is that there's a lot that nobody knows. Healthcare officials are saying they don't yet understand how this virus is mutating, or why it's particularly dangerous to specific groups of people, or exactly how long the thing can live on hard surfaces even. These are all troubling things not to know about a dangerous pathogen. So as you learn more, share more. The only thing spreading faster than the virus are the rumors. So remember, before you hit that send button, check the facts. Make sure you're quoting a reliable source. Then share the facts calmly. Don't hide disturbing things, just take care to frame them as something real, something we've got to face, and something we've got to do our best to address. Remember, courage isn't the absence of fear. It's facing those fears and moving forward. The best friend of fear is ignorance. The human mind hates a vacuum. If you hold back information, believe me, those rumors, conspiracy theories, and outright lies just rush in to fill the void. So just like with the virus, we can't completely eradicate false information, but the truth does act like a sanitizer and can prevent some of the bad information from spreading. And share your plans, at least the plans you have so far. You know, one of the most selfish and I think disturbing things a leader can do is to announce that "I have a plan," only to follow up with, "and I'll announce it later this week." This can mean, "I really don't have a plan, but I want people to think I do," and that's how a lot of people will take it. Or it can mean you're sincerely trying to comfort people, to protect them, but you know about the unintended consequences of best intentions. It's usually far more comforting to share what you know, admit what you don't, and promise to fill in the gaps as soon as you can. Too often the justification for keeping things close to the vest is to avoid panic. Nothing causes people to panic more than keeping them in the dark. So if you don't have a plan, just tell them you're working on it. Make sure you are. And that might be a great opportunity to ask for a little bit more input, to give them an opportunity to contribute. The monster in the closet is always bigger than the one that remains in the room when you flick the lights on. Create a vacuum in a crisis and rumors, conspiracy theories, and outright lies rush in to fill the void. And some of these can be lethal, more lethal than the actual problem. You'll have to decide what facts might cause panic, and you'll need to weigh them carefully against the damage you might do by not sharing as much as possible. Think about what you say and how you say it carefully. Who you are as a leader becomes reality in the hearts and minds of the people you serve through what you say and how you say it. People are counting on you to keep them informed, good news and bad. You gotta broadcast your plans, make sure people know about new procedures, and you've got to address failures and make adjustments. The best way to do this is to prepare what you're going to say. Very few people are good off the cuff in these situations, and even the best usually takes some time to think about what they're going to say and exactly how. Granted, they might stay up all night doing it. Include these components in your message: Number 1, state the facts. State the problem clearly and accurately. Number 2, share your fears or concerns calmly and no blame. Remember what we said earlier. 3, reveal your plans or response so far. In most cases, it's better not to come across like you're imposing an edict. Just share what you've been thinking about so far. 4. Solicit their input. Ask about their concerns. Ask for suggestions. Show that you appreciate their ideas. And 5. Bring them together. Express reassurance. Tell them that together we're gonna get through this. Now, you might have your moments. I'm sure as hell having mine right now. I'm just doing my best to keep these moments behind closed doors. Like many of you, my business is taking its lumps as conferences and workshops are canceled and postponed. And like many of you, I'm worried about how I'm going to meet my obligations, pay my bills, and take care of the people depending on me. Sleep is a luxury I can't afford right now, and I'm scrambling to come up with ways to adapt and overcome. I've been here before, and so have many of you. But this isn't about you or me. It's about us. Let's work together. We will get through this, and we will be the better for it. With your leadership, we'll persevere. And whether this is your first real crisis or just another one in the hit parade, you will discover new talents, new reserves of energy and creativity. You will grow as a leader and as a person. I wanted to wrap things up with some positive words of wisdom. Depending on your vintage, I'm either quoting William Shakespeare or Don King. Here goes: Sweet are the uses of adversity, which, like the toad, ugly and venomous, wears yet a precious jewel in his head. And this our life, exempt from public haunt, finds tongues in trees, books in the running brooks, sermons in stones, and good in everything. You know, situations like this sometimes bring out the worst in some people, but for us working together, it's going to be our best.

Well, I really hope you got some ideas that you can put to work today. And if you know anyone else that might find this program useful, please feel free to share it as much as you'd like to.

I'd like to invite you one more time to join the Sensei Leader Movement.

Our first level is free and always will be. It gives you access to many more resources, including programs like this. All you need to do to join is go to SLMJoinFree.com. That's SLMJoinFree.com. I meant what I said. Together We can get through this and we'll be better and stronger for it. You know, one of the great lessons I learned as a martial artist was this little bit of information. It's called "Knock down 7 times, get up 8." And together, doesn't matter how many times we get knocked down, we're gonna keep getting up. Thank you so much for being with us today.