adminNyaradzo Viki-Mavindidze : Motivation for Success
As we carry on engaging on how to say yes in the midst of chaos and uncertainty, I’d like to explore the behaviours or mind-sets required for you to say yes to successful leadership in the midst of uncertainty. Change is the order of the day, its’ the new normal and transformational leadership is the way to see yourself and your teams through the hurdlesOne of my favourite mavericks, Sir Richard Branson has always come out on top, walking on the water despite the Tsunamis he’s faced in his adventure. The most recent one being the October 31 SpaceShipTwo Virgin Galactic crash in 2014. Space travel is a very audacious and risky enterprise and you have to be Richard Branson to venture into it. You also have to be Richard Branson to exude courage, charisma and transformational leadership amidst crisis.
Transformational Leaders are Humane
It is OK to show, admit and express weakness. Sometimes in a crisis as leaders we face self-doubt and we question the vision and the strategy we are engaging. Sir Richard says, “As I travelled from my home to Mojave that Friday evening, I found myself questioning seriously for the first time, whether in fact it was right to be backing the development of something that could result in such tragic circumstances. In short — was Virgin Galactic, and everything it has stood for and dreamt of achieving, really worth it?
Transformational Leaders are Decisive
Even in that moment of self-doubt and weakness, Sir Richard was quick to decide on the way forward. Yes calamity had struck but there was no time to waste wallowing. He recounts on his blog, “I got a very firm answer to that question immediately when I landed in Mojave. From the designers, the builders, the engineers, the pilots and the whole community who passionately believed — and still believe — that truly opening space and making it accessible and safe is of vital importance to all our futures.” The decision was made; space travel was the future and nothing would stand in its way.
Too many leaders wear rose-coloured glasses for too long; they hope that the organisation is turning a corner and that “sales are just going to come”. But they rarely do. Dealing with the inescapable truth often requires a leader to make tough decisions or “break bones”. Failing to “do the right thing” because it is unpleasant will only exacerbate the problems.
Transformational Leaders are Vision Centred
There was obviously an uproar from all ends during the time of the crash. Passengers who had booked the space tours for at least $200 000 a ticket started demanding their money back. Despite having to deal with self-doubt, personal loss and credibility loss amongst many things Sir Richard Branson vowed to carry on and focus on the vision. He concluded by saying, “When this story is told in years to come, I believe alongside the bravery of Mike and the incredible tale of Pete’s survival will stand the story of the commitment, loyalty and passion of the world’s first private astronauts. And so Virgin Galactic goes on, with an unwavering commitment to safety and a renewed sense of purpose. Thanks to everyone who has supported Virgin Galactic in 2014 and here’s to the next chapter in 2015.”
Transformational Leaders are Exceptional Communicators
In times of crisis it’s vital to communicate with all stakeholders. Silence at this point is not golden but destructive. When there is silence it leaves room for speculation and further chaos is created. Crisis leaders have to be very clear and focused on the message when they are communicating. They have to be honest with people, tell them what they are going to do, and tell them why they are doing it.
In the weeks leading to the leap ending of February the media was hit with articles on Barclays Plc selling its stake in Barclays Africa.
Zimbabwean social media went into a mini frenzy as to what the fate of Barclays Zimbabwe would be. The panic was understandable given the Zimbabwean banking history but what Barclays Zimbabwe did unlike other banks in the recent past was to set out on a clear and concise communication path. Their message was to the point – WE’RE STILL HERE! Furthermore there was reassurance of their commitment to serve their stakeholders evident in the opening of their Kadoma branch a few days later. Unlike in the past where leaders would be mum or unavailable to comment Barclays Zimbabwe outlined the facts clearly and reassured their stakeholders of their continued presence on the market during this season.
By taking control of the message and by being frank, factual and scientifically critical, you can get your message across and minimise the negative effects of speculation.
Transformational Leaders are Visible
The transformational leader must be among the first on the scene and lead from the front, giving directions and solace. Being unresponsive can hurt your reputation as a leader. Compare the behaviours of Rudolph Giuliani, the mayor of New York City, to President George W Bush during September 11. Giuliani was everywhere-with the firefighters, on television, running for his life when the second tower collapsed while everyone asked where Bush was as he zigzagged toward the capital on September 11.
Transformational Leaders Connect
Having great people skills is critical-a leader has to be able to get along with people as easily on the shop floor as in the boardroom. Being able to connect with staff-sharing information, explaining decisions, seeking feedback and input, listening to their concerns, treating them as intelligent, smart human beings, showing an interest in their lives, and so forth-is critical for fostering commitment or compliance with the course of action that the leader wants to pursue.
President Bill Clinton’s participation in the national mourning after the destruction of the Alfred P Murrah Federal Building in Oklahoma City on April 19, 1995 which killed 195 people including a crèche of infants is regarded as a turning point in his presidency.
Transformational Leaders take Risks
Some leaders will freeze up and fumble their chance to shine when confronted with a challenge. Others rise to the occasion. The 1998 NBA final between the Chicago Bulls and the Utah Jazz was on the line; there was less than six seconds to go. Michael Jordan was able to hit the winning shot on the buzzer because he grabbed the ball when the game was on the line. The other players on the court were skilled professionals, but none of them had the determination to grab the ball, take the risk, and accept the consequences.
The Bulls won the game 87-86, a victory that earned them their sixth championship in eight years. Jordan’s heroics during the series and the final game are considered to be among the “NBA’s greatest moments”.
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