The economic world as we knew it has shifted significantly over the past six months. How has your leadership shifted?
On Tuesday of this week, I met with the President of a 600-person company that finds itself right in the crosshairs of the current real estate – capital markets mess. The day before, Monday, he had let 10% of his employees go — a move that was emotionally difficult, but necessary. In the last three months, this Leader has seen the landscape of his industry shift radically.
What struck me as we talked was the peace and confidence he projected. Even more significant was the clarity he had about his company’s focus. “Everyone knows we are focused on two things between now and December,” he said, and pointed to the whiteboard behind me, opposite his desk, where the guidelines for the coming months were written. This Leader knows where he is steering the company as the landscape around him shifts.
Earlier this week, The Wall Street Journal did a Q&A profile on Burger King’s CEO, John Chidsey. BK has had its own turmoil in the past few years, with a revolving door for CEOs. Chidsey is the 12th CEO in 20 years. But the company recently reported a 12th straight quarter of sales growth. Chidsey’s top guideline for steering his company:

“Focus on the two or three major drivers that will make the biggest impact on the business.”

Where does your focus need to be? I try to avoid one-size-fits-all solutions. Each company has its own unique set of challenges that require creative leadership by its CEO. But here are three areas you might want to look first:

1. Re-connect with your customers. How have your customers’ needs or wants shifted? At this week’s staff meeting, ask a different question – “What are our customers telling us?” “Where are they experiencing pain right now?” Better yet, get on the phone, call your three biggest customers yourself and ask the questions.
2. Know your numbers. (This is especially critical for Leaders who don’t “enjoy” numbers.) Numbers are the dashboard display for your company. They tell you how fast you’re going, when you’re going to run out of something, and they warn you when a key component is broken. What are your numbers telling you? Jim Collins advocates knowing THE NUMBER for your company. Read more in chapter five of Good to Great.
3. Engage your team. Unless it’s your corporate policy to only hire non-thinking, obedient automatons, you probably have a wealth of information walking around outside your office. Engage their thinking, their observations, their ideas. And they want to be engaged with you. They need to know your perspective.

Which leads to a final point. Even if you have adjusted and feel confident in the current climate, you must continually pass this confidence on to your employees by communicating with them. There are many circumstances outside your company that can distract the focus of your employees right now. When they go home at night, your employees are hearing of others who are losing their jobs, their homes, their confidence.
A clear, meaningful vision from their Leader gives them a place to focus. An ancient Proverb says —

“When there is no vision, the people stumble over themselves and perish.”

How have you shifted? Where is your focus? How are you inspiring others to follow?