With today’s coronavirus crisis, standing in front of your team is not only nearly impossible, but also unsafe. But your team needs to hear from the leader and video is a great substitute. Here are some simple steps to leading with video.
The most powerful place for a leader to lead from the front is standing before his or her team, delivering a message. Some leaders hate doing it – and don’t do it. Of course, there are other ways to lead. And in most times, they can work well. But when your team is afraid or when they are confronted by a difficult challenge, they want to look into the eyes of their leader. It’s human nature.
With today’s coronavirus crisis, standing in front of your team is not only nearly impossible, but also unsafe. But video is a great substitute and incredibly easy to do. If you do it, you will be rewarded by your team. If you don’t, your team may feel more nervousness, be less committed and, ultimately, less effective. Demonstrated leadership at this time is required!
Take Fred Cuda, CEO of The Blake Group, headquartered in Connecticut with 13 locations across the northeast. He’s a quiet leader but knew he needed to amp up his leadership for the sake of his team and his company. At this link is his first-ever video, which he sent out to his team on March 20. Watch it. You’ll agree that he’s not likely to win an Oscar nomination, but he wasn’t shooting for that. His team knows him and felt the authenticity of the message.
The sense of vulnerability gave them comfort. Cuda has continued recording these videos daily and is getting messages back that his team of over 200 people appreciate them and are looking forward to them each morning. Daily videos are amazing but recording once or twice a week is great too.
Some simple steps:
Think about how your audience is feeling.
Think about how you want to change that feeling.
Acknowledge how they’re feeling (put a voice to their emotions).
Give them a few reasons to feel differently (some hope, evidence).
Be yourself, fully authentic and open.
Keep it short, 3 minutes is plenty.
Just do it. Don’t worry if you don’t look smooth! It will get easier with each one.
Another client just did a great job as well, Ben Pinnell with Hickory Construction in Tennessee. He used Vimeo on his phone (super easy) and shared it with his team. This is his first use of video as leader of the firm. Watch it. We like Vimeo because it has many options to manage the sharing of a given video. Recording with Zoom (or other similar video-call programs) is easy too.
Please start leading from the front. Cuda and Pinnell weren’t excited about doing videos for their teams, but they did it anyway because they felt it was good for the company. You can do it too.
Don’t make it complicated. Don’t wait for marketing to help you figure out what to say. Don’t think of it like a performance that requires practice. Don’t give yourself time to get self-conscious. Just do it and don’t look back.
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Written by Ryan Miller
Twenty-five years ago, just 3,500 feet above downtown Atlanta, Georgia, the engine quit as my brother and I flew a small Cessna 172 to visit friends.
We were enjoying the view of the city below us when there was sudden and total silence.
Peaceful and terrifying at the same time.
My brother John, who is now a captain for a commercial airline, was my flight instructor. He had just helped me “solo” for the first time, so we decided to take the long trip from Maryland to learn some new skills.
Nearly paralyzed, I watched John immediately execute the “engine out” checklist. Step 1: maintain control of the aircraft. Step 2: set the pitch (angle) and airspeed of the plane to maximize the amount of time it will stay the air with no engine.
As it turns out, an airspeed of 68 knots is optimal for a Cessna 172.
Once the pitch and airspeed were set, we had bought ourselves enough time to begin troubleshooting and call a “mayday.”
He then worked through the rest of the checklist and ultimately got the engine restarted.
In the first few weeks of the Coronavirus crisis, my work focused on facilitating the process (in person at first, and now virtually) for CEOs and Executive Leadership Teams as we developed and implemented business continuity strategies.
We got in front of the dry erase board, navigated the extreme pressure and pace, and created plans to ensure business survival. Executive leaders took the controls and actively flew the aircraft.
Most companies are now controlling expenses and optimizing their financial position. They are setting their pitch and airspeed to stay in the air as long as possible as though they are experiencing a complete engine failure.
With active control in place and the plane at optimal pitch, it’s is time to work through a checklist of actions. What should you be doing next? Here are some recommendations to consider as you work to get the engine restarted:
Actively engage specialists: Right now, you need access to specialists who can help you pivot and/or navigate the various financial resources available to you. Consider your local economic development organization or look for support from your professional associations.
Keep your rhythm and focus on objectives: You worked hard early in this crisis to establish a daily rhythm and process for your Executive Team that kept them operating at the right level. Even when the pace starts to slow, don’t let your guard down and slip back into fighting brushfires all day.
Stabilize, document and optimize: While many companies have sufficient business continuity plans, much is still figured out on the fly. Now is the time to document what you have, particularly new workflows, and look for ways to make them better and more secure.
Look for signs of overload or burnout: Not all failure happens during the acute phase of a crisis. Stay intensely focused on your people. Who is still shouldering too much of the workload? Without having daily face-to-face contact, spotting those at risk and keeping morale high is more important than ever.
Take good notes and keep good records: Chances are that a day of work right now feels like a week. That is what happens during a crisis, and without notes to refer back to, everything will begin to run together. Don’t lose the opportunity to learn from the big and small lessons this crisis is teaching you and your team.
Start planning for recovery: As you are able, begin to dedicate resources to planning for the inevitable disruptions, bottlenecks, and resource limitations a “rush to return” could mean for your business. What can be done now to ensure you, your suppliers and even your customers make a smooth landing?
We have just emerged from several weeks of crisis, and even well-positioned companies are moving forward cautiously.
Use the above prompts as you begin to build your checklist for the next phase.
But don’t stop there—ask others in your industry what they are doing right now and what challenges they are facing.
How about taking time now to make sure the crisis did not create a new or increased risk exposure for your company by reviewing the list of Critical Functions?
Above all else, keep flying the plane, keep the nose at the right pitch, and stay disciplined as the Coronavirus situation continues to evolve and challenge all of us.
Have you established control of your “plane” and set the pitch? If so, what is on your checklist at this point in time?
Consider using a One Page Planning and Performance system to take control of your business during both good times and difficult ones as well.
Ryan Miller is Principal, Critical Functions, LLC at Risk and Resilience Advisors. Contact him at firstname.lastname@example.org
Like many technology startups that struggle with adolescence, Twitter has taken awhile to develop a solid business plan. But that hasn’t bothered investors, which have plowed an estimated $900 million into the firm since its inception in 2007. “We don’t necessarily have to start making a lot of money right now,” co-founder Biz Stone told CNBC in a 2010 interview, a year before a Russian company invested $800 million into the firm. Stone may be right. With 140 million users, a good number of people are obviously getting value from Twitter.
But it’s far less excusable for the average mid-market company to go without a codified business plan. Unlike Twitter, which sells something no one needed before they began using it, a mid-market company that manufactures pantyhose or sells legal advice absolutely needs a business plan. They’re operating in markets where the rules of competition are far better established.
Biz Stone, co-founder of Twitter (Photo credit: Wikipedia)
Mid-market companies especially need business plans if they someday want to become much larger companies. Forbes Global 2000 companies live and die by planning. Small firms don’t need planning as badly because their CEOs can often manage the most important details of the business in their heads.
But middle market firms ($10 million to $1 billion in revenue) are at a size where formal planning and accountability truly matter. A 2011 study by Ohio State University and GE Capital of nearly 1,500 mid-market companies found that those with the strongest financial performance were far more likely to have the core elements of a business plan than the rest of the companies. Some 66% of the growth leaders had formal growth targets (vs. 31% of the laggards); 58% of the leaders formally tracked their progress (vs. 33% of the others); and 53% communicated their goals and progress to employees (vs. 24% of the rest). All to say that skipping business planning is a bad idea.
Over the last 30 years, whole forests have been felled so that books on business planning could be printed. (Watch me present my favorite planning system.) Yet ironically very little has been written about switching on the planning process in companies that have long operated without one. It is a critical but delicate task. If you do it wrong, your managers will resist. They may even revolt. One successful online publisher that too aggressively implemented business planning watched 40% of the leadership team leave the company four months later.
At the very least, your managers are likely to miss their targets and engage in ugly plan review meetings. Their morale will sink, and they will pressure you to shelve the plan so things can get back to “normal.” Normal means little accountability, which in turn means lower performance. Too many CEOs justify backing off planning by saying, “Now just wasn’t the right time. We’ll try it next year.” While business planning is necessary to guide companies through treacherous markets, it is unnerving for managers who have never felt the performance pressure that a good business plan will induce.
Instituting a rigorous business plan is a complex rite of passage that CEOs must phase in deliberately but delicately, steadily ratcheting up of the pressure on their team to meet their targets. The lessons of several mid-market firms shine light on how to institute it without sending off fire alarms.
First, Steer Clear of the Common Pitfalls
Academics and consultants have created a cottage industry selling business planning processes. Many planning processes are designed to be instituted meticulously. When the CEO rigidly enforces the program, their team is likely to reject it. Helping an organization become excellent at planning is a process, not an edict.
Other CEOs worry about upsetting their team, so they create a plan with a clear direction but allow soft goals (e.g., “increase market share” or “improve customer satisfaction”). The problem is you can’t determine whether executive team members have delivered or not. While this is much less threatening to executives, it rips out a critical element of planning and will decrease its effectiveness.
Another common but flawed technique to soften the blow is to reduce the internal exposure of each executive by having the CEO hold private one-on-one review meetings with each of his direct reports. It’s less embarrassing if no one but the CEO knows an executive missed his targets. But hiding poor performers won’t get the results that a good planning process can deliver. When each team member knows how others are performing every month, a funny thing happens: They all get serious about their own performance.
Increasing Pressure Slowly But Surely is the Key
Business planning, when done right, creates clarity for a management team: the markets to pursue and not pursue, the products to offer, the processes for bringing those products to market, and metrics to monitor progress.
But by mapping all that out, business planning also brings pressure to perform. CEOs need to introduce this pressure delicately — low pressure for improvements in the first quarter, medium pressure in the next quarter, medium-high for the second half of the first planning year, and full planning pressure for year two and beyond.
GSC Logistics, a mid-market transportation provider on the west coast, started with just two plans—a sales plan and an operations plan. For the first three months after creating the plan, we reviewed results and talked about what we were learning. In the second quarter, we modified some measures to make them more useful. In the second half, we’re digging into challenges that the planning process has helped to identify. The pressure is building. Next year we’ll get more of the leadership team involved in planning.
My experience and 16 years of research by the performance research firm Elkiem have found that three elements of a business plan can slowly but steadily raise the pressure on managers to perform:
• Targets for both success and failure. You must start with clear goals that are measurable and date-based. Goals are the definition of success. They should be just achievable—not stretch, and not easy marks. Don’t start by defining failure, the point at which heads will roll. Threatening to jettison poor performers shouldn’t happen in year 1 unless you’re in need of, and ready for a shakeup.
• Rewards for success, discomfort for failure. At the start of the process, the CEO must act as a cheerleader, letting the team taste what it feels like to “win”—the emotional rewards for success. In the second or third quarter of planning, those not performing to plan should start to feel discomfort —things like team-wide brainstorming to help them overcome obstacles, more CEO attention, budget cuts or critical reviews. Some managers will try harder and improve their performance; others will resist the planning. Having a majority of your team adapting to the planning provides a counterbalance to those trying to avoid accountability.
• Exposure. As soon as you create your business plan, you need to schedule monthly review meetings. Your entire management team must be present, and each executive must present his results. Just knowing that they’ll be exposed to their peers creates significant pressure. For the first quarter, nary a critical word needs to be said by the CEO. But the CEO must enforce everyone’s participation.
An engineering firm I worked with was overly reliant on its CEO for direction. He brought in business planning to provide a clear set of targets for each executive, and to raise awareness of broader business issues. As adroit project managers, they adapted quickly to the process. The CEO set attainable goals and adjusted them as the team learned exactly what needed to be measured. Their COO became the main driver of the plan review process. The entire executive team now finds it essential.
Yes, I know that Twitter hasn’t needed a business plan. But unless your company is inventing new markets, you do need one. Just be very careful about how you introduce it.