...most of the time.
The Knowledge Blessing
One of the times I feel I can contribute most effectively is during periods of tension and stress, particularly when it comes to employee relations. Perhaps it is my upbringing (Dad was a United Methodist Minister and Mom was a Master's prepared Counselor); maybe it is my training in graduate school as a Social Worker; or perhaps it is simply a part of my DNA.
Whatever the reason, I seem to do well in moments of confrontation and conflict. That confidence has allowed me to manage my emotions not only during these difficult moments, but also before they happen. This point is often lost in discussions about pending changes or announcements. It seems that everyone is eager to be in the know on issues going on across the organization. That is, until they actually are aware of something negative or stressful that is going to happen, and then suddenly they aren't quite as excited to know what is on the horizon.
The Knowledge Burden
This is where true professionalism rises above the casual leader. Time and time again I've seen leaders complain that they are not part of the core leadership team; yet, once they are and realize the magnitude of the many complex issues being managed they can feel overwhelmed.
How About You
How do you support leaders new to the real knowledge game in your company? Do you expect them to simply be able to handle it because of their title? Or, do you acknowledge that leading at a high level is very demanding mentally and emotionally and offer to support them away from the meeting spotlight that shines so brightly on each member of that small group?
I'd love to hear from you.
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