“When you come out of the storm, you won’t be the same person who walked in. That’s what this storm’s all about.”
~Haruki Murakami, Author
VIM Executive Coaching is not in the “politics game” and we neither coach based on cable news or social media. We are clearly not in the “financial game,” though we coach many in the industry.
However, we do passionately care for the well-being of executive leaders despite their political bent or financial outlook. We respect varying mindsets providing civility and kindness are placed above partisan beliefs.
One thing we know to be true, because you tell us: these are difficult times. Most of us are walking through storms. Walking through business storms can be especially rough because we know that we never walk alone. It involves fellow employees, customers, vendors and all of those who make up the context of what has been established.
Executive leaders understand that their decisions have a ripple effect, and therein remains the basis of the problem. Executive leaders don’t have the luxury of “sheltering alone.” There are many others to consider. As the above quote so aptly makes the point, the executive leader who must face the storm is not quite the same person who walks out.
Developing tools
Within the journey through any harsh storm, expected or totally unexpected, what separates those who survive relatively intact from those who are permanently damaged, are the proper survival tools.
Murakami’s conclusion, “That’s what this storm is all about,” is spot-on. Any harsh storm will change us, guaranteed. However, the tools we develop can mitigate the situation or even makes us stronger. For the storm needn’t always be a bad thing. It can strengthen us, empower us, earn us recognition, make us more authentic or ultimately, more successful.
If we can distantly remember what the pandemic did to the job market, with walk-outs, job changes and the redefinition of the work environment, we also know that while some organizations crashed, others endured – even thrived.
While it is true there are never absolutely secure promises in corporate life, it is a reasonable statement to show that the mindful executive is always more prepared, tool-wise, to endure what is thrown at them. Mindfulness of a situation is perhaps the greatest tool an executive might possess, especially when storms present themselves in the business climate. This is especially true of issues involving human resources.
American business went through rocky times as the world came out of the pandemic. Surprisingly, the walk-outs, and the numerous examples of candidates turning down job offers were not directly relatable to salaries and benefits, but environmental, DEI issues, corporate attitudes involving opportunities and the openness of management to change.
The old construct of “Do as I say not as I do,” collapsed (and rightfully so). Executives who refused to listen or respond, were the same executives who experienced walkouts and candidates rejecting their offers.
As the title of this post suggests, difficult times are just that. The organizations mindfully prepared to deal with issues and equipped to be flexible and open, succeed. Organizations that are aware problems exist and take the authentic and compassionate steps to correct problems come out of storms changed, and often better. Whether we are talking about staffing inequalities, known and unethical behaviors or similar workplace matters, mindful executives learn to have the tools to enable change.
We are going through difficult times and no matter where or how your organization is struggling; mindful executives have an advantage in navigating a better course through the storm. Might we suggest you take that boat?