Stanford Webinar - How to Be a Good Boss During Trying Times

TL;DR

In times of crisis, leaders must make tough decisions, implement them with compassion and transparency, and create a sense of predictability and safety for their team.

Transcript

I would like to welcome our great presenters today so Professor Bob Sutton and professor huggy Rao so Bob and Huggies research at Stanford is really focused on organizational behavior and management and they've co-authored scaling up excellence getting to more without settling for Less which was published back in 2014 scaling excellence feeling of ... Read More

Key Insights

• 💦 Leaders should not shy away from the "dirty work" and take responsibility for tough decisions.
• 😑 Psychological safety and expressing compassion are crucial for motivating and building trust in the team.
• 🎮 Providing predictability and control can reduce stress during crises.
• 😤 Middle managers play a crucial role in shielding their team and creating predictability within their sphere of influence.
• 🪡 Leaders need to balance confidence and doubt to make effective decisions.
• ❓ Crises create opportunities for innovation and reevaluating existing practices.
• 🤩 Trust is key during tough times, and leaders should strive to create an environment of trust and open communication.

Questions & Answers

Q: How can leaders effectively lead teams when they are physically not present, especially in a multicultural setting?

Leaders can establish simple protocols for coordination and encourage open communication. They can create rituals to promote emotional connection and empathy among team members. Involving face-to-face interactions whenever possible can also strengthen relationships.

Q: How can leaders deal with bosses who have a bad temperament?

Leaders have the option to fight back, quit, or find strategies to reduce exposure to a toxic boss. Building on the good side of the boss and encouraging positive behavior can also be effective.

Q: How is leading a company different in industries that are doing well compared to those heavily affected by a crisis?

While industry structure and external factors play a role in performance, the capabilities and competencies of the business are often more influential. Leaders should focus on their business capabilities and competencies to drive performance, regardless of the industry situation.

Summary & Key Takeaways

• Leaders must not shy away from the "dirty work" during a crisis and should take responsibility for tough decisions and implement them with accountability. Great bosses are present for their people and make decisions even in the face of uncertainty.

• Psychological safety is crucial during crises. Leaders must create an environment where people feel safe to express concerns and identify problems. Expressing human compassion and empathy is essential for motivating and building trust in the team.

• During crises, it is important to provide predictability by communicating safety measures and decisions. Giving people some control over the process and involving them in decision-making can reduce stress and increase commitment.

• Middle managers have the responsibility to shield their team from the negative impacts of higher leadership and create predictability and understanding within their sphere of influence. Constructive defiance and taking initiative can also be beneficial.