There is a reason for the adage, “don’t go to extremes.” It is especially difficult for us to gauge risk on problems we have not experienced. When fear increases leaders may begin reacting strongly and severely causing over-correction.

Over-correction can stunt improvement or create new negative consequences. Here are three guards against over-corrective choice paths:

1. Strong teams – experience and trust matter. Surface different perspectives for an informed, balanced view.
2. Decision frameworks – document trade-offs, required resources, and expected outcomes for key options. Note: include “do nothing” in the option set.
3. Faster feedback loops – compare actual to expected outcomes.

“The things we fear most in organizations – fluctuations, disturbances, imbalances – are the primary sources of creativity.” Margaret Wheatley

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Phase changes of elemental substances happen at the edges. The edges are dynamic. For example, lava cools, ice melts and water evaporates at the edges. Conversely, the center is static – insulated and isolated.

Yet, leaders typically spend most of their time working close to the internal center of the organization. Consequently, they primarily interact with others inside the same environment – people with similar values, ideas, and assumptions.

Market dynamics shape organizations at the edges. People at the organization’s edges interact with outsiders – customers (or non-customers), vendors, community representatives and competitors. Get into the action – spend more time at the edges.

“When spring comes, snow melts first at the periphery, because that is where it is most exposed.” Andy Grove

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The current COVID-19 health crisis has people, homes, communities and organizations managing inside a vortex of change. Government restrictions have mandated restrictions by some organizations which in turn are rippling out and negatively impacting most organizations.

In this environment of accelerated change, I hope you can focus on remaining:

• Bold – Clearly lead.
• Healthy – Stress takes an extra physical and mental toll so maintain disciplines that will keep you healthy.
• Genuine – It is okay to not have all the answers.
• Human – Be gracious; realize changes are cascading rapidly, and sometimes severely, into people’s lives.
• Positive – People will feed off your energy.

“Anyone can hold the helm when the sea is calm.” Publius Syrus

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Leaders have a strong desire to positively impact people in their sphere of influence – our big objective is to make a difference. So, we get busy tackling a list of actions we believe will move the needle. As we kick into “get things done” gear it is easy to forget a simple action that can help us accomplish our big objective – simply smile!

Yes, a genuine smile is a universal sign of goodwill that brings the human factor into any situation. It invites other people to engage with us in our big objective of making the world a better place.

“We shall never know all the good that a simple smile can do.” Mother Teresa

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Do you notice how some organizations are so charged with positive energy you want to bottle it to take with you? Those environments are created by leaders who are energy providers. They have learned energy has a multiplier effect – it unleashes pent up productive and creative capacities in people around them.

We likely over-value coaching on technical mechanics and under-value providing encouragement and excitement. Can it be that simple? If so, it’s worth knowing what refreshes, excites and charges you up as a leader. Schedule time for those activities so you can power up and bring positive energy.

“If a leader doesn’t convey passion and intensity then there will be no passion and intensity within the organization and they’ll start to fall down and get depressed.” Colin Powell

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