Many people are familiar with the Myers Briggs Type Indicator test for whether you draw your energy from within yourself (in Jung’s term, Introversion), or from people and outside things (Extroversion).
What may be less widely known are the ways that personality types shape responses to stress. When the share price is tumbling, the groups of employees seeking refuge in the pub are likely to be E types; the I types may become withdrawn and stop connecting with others. Neither response positively contributes to leading the business through tough times.
So how to find the constructive middle way, whatever your natural inclination?
In today’s edition of the FT, management columnist Stefan Stern, writes that “business leaders ought to recognise, as they catch their breath after months of turbulence, that the strategy they were pursuing until recently is unlikely to be right for today. .. Leaders need to develop sensitivity to the mood of the organisation if they want to avoid the unpleasant surprise of being confronted by colleagues who refuse to follow the script.”
As we know, organisational identity offers a point of stability when everything else is changing.
Stefan goes on to say “in a battle between culture and strategy, culture usually wins. So
It never ceases to strike me how much the successful leaders we speak to care deeply, not only about achieving delivery and results, but also about their people and what their organisations are really trying to achieve. This is often in the face of the multiple challenges and risks that leadership brings, now in these challenging times more than ever.
These successful leaders manage to marry caring deeply with having a clear line of sight to the desired outcomes and the real purpose of their organisation. They know exactly what the goals are and keep them firmly in mind and, importantly,