As we sit and write this post on an aspect of VIM Executive Coaching, our nation is being overwhelmed by a microscopic viral particle known as COVID-19. As our posts are designed to be “evergreen,” I shouldn’t get too lost in the current unsettlement of the problems the virus presents. However, with kindness, gentleness and mindfulness, I have faith all of us will get through this. Why do I feel that way? Let me relate an old story.
Mr. P and Mr. D
When young, I well remember two executives in a multi-million-dollar housewares manufacturing products organization who were tested as to their reactions to another huge crisis for its day. In the 1970s, the nation was thrown into deep turmoil over two gasoline shortages. You or your parents may well remember it. And don’t forget, autos in those days were true gas guzzlers.
For those who don’t remember, there were odd and even days. The last digit of the license plate number determined the days you could wait in line for gas. Lines could be interminably long and tempers flared. Fights erupted. The unscrupulous preyed on those with scruples; gas tanks were siphoned (that’s how locked caps came about), license plates were stolen, gas was hoarded and price gouging occurred.
“Mr. P” was the Vice President of Research, responsible for bringing forward new concepts and responsible for the quality assurance work. A rather self-important man, he drove a 1974 Lincoln Continental Mark IV. When the crisis hit, he took it out on his managers and anyone who worked for those managers. In fact, on some days when the fuel tank had dipped below the three-quarter mark, he would randomly enter the engineering department and “appoint” an underling to take his auto and wait in line. The crisis made Mr. P turn into a reactive, angry person.
Mr. D., on the other hand, the marketing manager, drove a more modest vehicle, a well-worn Chevrolet Impala. But the make of the auto is inconsequential to the fact that he saw the problem and realized that if he awakened a little earlier, he could take public transportation, read the newspaper as the bus creaked along and then walk a half-mile to the office. He made it into an adventure. He responded to the problem.
How Will You Respond?
There is a point at which the executive leader, working within the space of authenticity and mindfulness, can be effective and impactful on the organization. While our “Mr. P” had a more powerful position than “Mr. D” in those years, ultimately it was Mr. D who had a longer, more successful career, and frankly a better life. He learned to respond to situations and tried to not let the circumstances of his life, those things he could not control, affect how he managed people. Whether the COVID-19 challenge, odd or even gas days, or come what may in the future, the effective executive leader will get through them with authenticity and mindfulness. The worst types of leaders are those who negatively react to their subordinates and peers during crises for which their can be little control.
Acceptance of what-is can be a powerful ally. To understand a problem in the context of mindfulness is a treasure. When the crisis passes – as they always do, the executive leader who compassionately responded will be embraced; the reactive “hot-head” will be remembered in an entirely different light.