Countdowning, Treading, or Growing?

In this time when 'psychology trumps the economy,' our Group embarked on a research project that involved interviewing a number of executives. In short, we wanted to know, "How 'ya doin'? How's the morale, the focus, the organization at large?"

Though not particularly surprising, the findings are certainly interesting and instructive for many of us. The results are trimodal, with three distinct 'camps' emerging within this representative sample. Some of the organizations are:

1. COUNTDOWNERS. These leaders and organizations are fixed on the countdown clock as it ticks to Zero. They perceive an organizational-apocalypse of sorts; the end is near. They hope to divest, sell, be acquired... and are meticulously dismantling their organization for bankruptcy or closure.

2. TREADERS. These businesses are treading water; biding time. They hope to emerge healthier one day, but don't know if... how... or when. They are hopeful yet realistic, and are exerting a great deal of energy to survive. They describe battle fatigue, a bunker/siege/foxhole mentality, and difficulty leading through ambiguity.

3. GROWERS. These organizations are engaged in due diligence. They are reorganized, lean, and hungry. They are searching for and gobbling up as many weak competitors as possible for pennies on the dollar. Their leanness will morph into plumpness as they continue to hire and expand their proverbial 'footprint.'

I'm not sure which of these three camps most adequately describes your organization, but I wanted to offer a few thoughts for all of us in these Turbulent Times. Think of these ideas as a sort of People Prescription to Foster Resiliency:

1) First, during turbulence and severe negative stress ('Distress' or 'Crisis'), we generally see 10% of the population ascend to lead. In other words, they take charge. We see another 10% of the population panic. And we see 80% of the population waiting for leadership. Those individuals who possess a Plan always fare better than those lacking a plan or waiting on leadership. So regardless your position in an organization, be engaged, have a plan, and collaborate with others to execute.

2) Second, understand that most 'survivors' (whether experiencing PTSD or more benign distress) share six common characteristics. They are (a) Hardy, (b) Interested & Alert, (c) Confident & Expectant, (d) Goal-Oriented, (e) Joyful, and (f) Peaceful. A very interesting mix, indeed. Both goal-oriented and expectant yet peaceful. This, by the way, is also indicative of mature adults. And by that, I don't mean age.

3) Third, the most resilient people behave in four particular ways during distress. (a)They exhibit a 'Sense of Coherence.' This means they perceive that crises make sense, they understand them, and though they may not like them, they remain rational. (b)They believe they possess the Skills and Capacity to adapt to distress. (c)They are Engaged and Accepting of Change. And (d)they participate in Active Problem-Solving. They participate and create their solutions and options, rather than wait longingly for a rescuer.

4) Fourth, and as important as anything mentioned thus far, great survivors and performers on the battlefield (a)have strong Support Mechanisms (e.g., Friends & Family) and (b)purposefully Refresh their Life Objectives/Goals on the return to normalcy. In other words, they don't curl into a fetal position indefinitely; instead -- they RISE.

5 )And finally, leaders and employees who survive and ultimately thrive often experience a supportive organization that is (a)Accessible, (b)Collaborative, and which (c)Creates Transcendent Goals that put the business's crisis in perspective and provide a rallying stake for all.

In summary then, whether your Employer is 'Countdowning' or 'Treading Water' or 'Growing,' we can all be wiser and more successful by studying the behavior of those in Crisis.