Leadership in Distress: Planning During a Season of Transition
The GrowthPlay leadership team examined the sign of the times, and asked, what is it that we want to offer our community to elevate hope? That will create clarity and will drive some measure of control and confidence so that people can act courageously in this distress and post stress? With our Leadership in Distress Series we hope we can draw wisdom and best practices from those who really make a living navigating and helping leaders flourish in all times of prosperity and in spaces of crisis and distress.
Leadership in Distress: Shifting Company Culture
The GrowthPlay leadership team examined the sign of the times, and asked, what is it that we want to offer our community to elevate hope? That will create clarity and will drive some measure of control and confidence so that people can act courageously in this distress and post stress? With our Leadership in Distress Series we hope we can draw wisdom and best practices from those who really make a living navigating and helping leaders flourish in all times of prosperity and in spaces of crisis and distress.
Leadership in Distress: What Makes an Exceptional Leader
The GrowthPlay leadership team examined the sign of the times, and asked, what is it that we want to offer our community to elevate hope? That will create clarity and will drive some measure of control and confidence so that people can act courageously in this distress and post stress? With our Leadership in Distress Series we hope we can draw wisdom and best practices from those who really make a living navigating and helping leaders flourish in all times of prosperity and in spaces of crisis and distress.
Leadership in Distress: Opportunities for Exceptional Leadership
The GrowthPlay leadership team examined the sign of the times, and asked, what is it that we want to offer our community to elevate hope? That will create clarity and will drive some measure of control and confidence so that people can act courageously in this distress and post stress? With our Leadership in Distress Series we hope we can draw wisdom and best practices from those who really make a living navigating and helping leaders flourish in all times of prosperity and in spaces of crisis and distress.
Five Core Practices of Trusted Leaders: Cultivating a Leadership Mindset
Cultivating a Leadership Mindset
As leaders, we can operate from two different mindsets: playing not to lose or playing to win.
Five Core Practices of Trusted Leaders: Provide Perspective
Provide Perspective
A fourth element of leadership and communication is providing perspective. Perspective gives people a sense that they are not alone, these circumstances aren’t personal, and this situation isn’t permanent – three tenets that help people embrace resiliency.
Five Core Practices of Trusted Leaders: Speak the Truth
Speak the Truth
It’s important to remember that leaders must not only inspire hope, but they also must ground us in reality, enabling teams to make informed and wise decisions. In a time of crisis, leaders need to strike a balance between not sugarcoating their message while remaining upbeat and optimistic
Lawyers need to focus on business outcomes when communicating with clients
Becoming a trusted advisor with your clients often hinges on your ability to achieve defined business outcomes. Those results are especially important when communicating with General Counsel and Chief Financial Officers.
The Five Core Practices of Trusted Leaders: Message Hope
Message Hope
We only have to tune into the news for a brief minute to experience a breakdown in confidence. There is no shortage of things to remind us that we are living in an exponentially VUCA (volatile, uncertain, complex, and ambiguous) world right now.
The Five Core Practices of Trusted Leaders: Be Present
Be Present
In the midst of responding to COVID-19, it can feel challenging to keep client development connections warm. In a desire to avoid burdening already stressed clients, we have heard many lawyers express a desire to pull back from reaching out, wanting to hear that their assistance is necessary or invited before making contact. And, as event after event cancels and clients delay projects, it can seem like the possibilities to stay organically connected to most of our contacts must be put on hold until life and business as usual resumes.