We rise through hard work || Hard Work Quotes

     3 strategies for navigating tough times

Hard Work

Leaders have been walking a tightrope for the past two years, trying to find a solid foundation while coping with a disruptive and unexpected epidemic, hiring while facing a 15-year high in talent shortages, and changing rules to accommodate employee demands for more flexibility at work. 

Leaders are in a challenging position as they attempt to comfort and focus workers in the face of ongoing uncertainty while having no real idea what will happen next due to many waves of coronavirus variations and the beginning of war in Europe. 

They are instructed to "embrace uncertainty," as though doing so is simple and natural. (It isn't.) Additionally, while they deal with the growing mental health issues of their staff, their own stress and burnout issues frequently take a backseat.

So many executives are currently torn between trying to provide a direct and optimistic message to staff and needing to continually backtrack and pivot as circumstances change. It is a demanding undertaking.

More than ever, leaders need workable plans for looking after their people and themselves. We have trained hundreds of leaders at Potential Project, and we begin by assisting them in understanding and controlling their brains. 

Unfortunately, none of us can physically control our minds, which are neurologically programmed with their own patterns and default settings. However, we can teach our minds to work for us rather than against us.

Here are three suggestions we have about how to lead in all of these tumultuous times.

1. Watch out for your ego.

Although the majority of us want to think that we have other people's best interests at heart, the fact is that our ego is a strong force that is dedicated to our own self-interest and self-preservation.

As we advance in the leadership ranks, it is normal for our egos to swell. When it does, we are more likely to make mistakes and make poor judgments. A bloated ego causes us to have limited perspectives and to seek out information that supports our preconceived notions. 

We lose perspective and enter a leadership bubble where we only observe and hear what suits our preferences rather than the whole picture. Additionally, we find it more difficult to acknowledge and improve upon our errors in the face of failures and criticism.

We saw an excellent illustration of ego in action last summer. Even when the Covid delta variation first appeared and subsequently spiked, Morgan Stanley CEO James Gorman was adamant that his staff will be back in the office by September. 

Even worse, he threatened pay reductions for anyone who disobeyed the plan and went back to work. Gorman at least had the good sense to publicly say he was mistaken when his vision didn't come to pass rather than continuing with a bad strategy. 

He admitted his error to CNBC in December. "I assumed we'd be out of it by now, but we're not. Everyone is still figuring things out. Our capacity for agility in a chaotic world can be destroyed by ego. Keeping it in check provides leaders with the flexibility to make errors, acknowledge their humanness, and move on.

2. Pick bravery over ease.

Humans are predisposed to seek security and predictability while avoiding risk and pain. In fact, there are instances when we'll go to great lengths to persuade ourselves that staying put is the best course of action. Here is where bravery comes into play. 

Fearlessness and courage are not the same. We can still feel fear when faced with making a tough choice or breaking bad news, but we find the inner fortitude to push over the anxiety, leave our comfort zones, and proceed.

The CEO of the 45,000-person global technology business Avanade, Pamela Maynard, shares with us her experience with dread. Just 6 months into her CEO position in 2020, she had to cope with the effects of the global epidemic. To stay solvent, several businesses were cutting the size of their workforces. 

Pam, however, made the decision to preserve jobs from the start, even if it seemed risky. Making this choice, she added, "was difficult as a new CEO because I wanted to come in as a leader, drive greater, and accomplish my objectives." "However, in this genuinely unique circumstance, my top priority was to look after our workers. There was no better choice or higher priority.

Pam loosened PTO restrictions when workers needed to take time off and reduced charge ability criteria for consultants in the early months of the epidemic. She recognized a chance to show true bravery as a leader by guiding the ship through trying conditions. 

She stated a maxim that has served as a compass for her professional life: "Feel the fear and do it anyhow." She overcame her concern of failing her stakeholders and having a detrimental influence on the performance of the firm during this time, exemplifying Avanade's ideals.

When we choose bravery above comfort, we place ourselves in a vulnerable position because when we enter an uncharted area, we will probably face criticism and make errors. However, this exposes others to become exposed as well. By overcoming our concerns and making mistakes from time to time, we let others see our humanity and ask them to share theirs as well.

3. Embrace compassionate honesty.

According to a McKinsey analysis, more than 75 per cent of the C-suite executives polled anticipate that the typical employee would return to the workplace at some time and work three or more days per week. In addition, approximately 75% of the 5,000 employees polled said they would want to work from home two or more days each week. 

It makes sense for bosses to see a return to work as a good thing. For some, it denotes the end of the turmoil and a return to the comfortable and familiar. Others might view it as the greatest remedy for the genuine feelings of disconnection and exhaustion that come with working remotely.

However, the mismatch between expectations and the public announcement of intentions that go against employee opinion is a risky concoction that can damage confidence. The solution is not for leaders to steer clear of vital but unpopular tactics and plans; this is frequently the difficult task of leadership. But being as open and honest as you can is the loving and compassionate way.

Caring transparency is expressing opinions and ideas in public to bring to light what is frequently hidden under the surface. It entails being forthright and honest about our thoughts and feelings. We don't hide essential information because we're worried about how people will react to it or how they'll perceive us. By doing this, we level the playing field and take away the power that comes with having insider information. 

People are better able to plan their course of action in life when they are aware of where they are and what is ahead. In contrast to honesty, transparency allows for the concealment of information. People are aware of your thoughts when you are transparent. People are also able to tell what is in their hearts when you combine honesty with care.

Caring transparency aids in putting leaders and their staff on the same page, which in turn promotes successful outcomes. Potential Project examined the results of leaders and their followers feeling that the leader is leading compassionately (with courage, presence and transparency). Burnout lowers by 10%, organizational commitment increases by 10%, and job satisfaction rises by 11%.

Managing others is challenging in any situation, but it is particularly challenging in these historic times of unrelenting change and uncertainty. One may feel as though they are stuck in a gloomy bubble when they must choose the best course of action in the face of incomplete knowledge and have to make unpopular judgments. 

The blazing light of your own humanity should burst the bubble and reestablish your connection to others around you, is our advice to leaders. Share what's on your mind and in your heart, admit errors when you're incorrect, and choose bravery even when it puts you in a vulnerable position. The best thing you can do for yourself and your teams is to take the plunge, even if it might be intimidating at first.

Hard Work Quotes

1. "When talent doesn't work hard, hard effort wins." – Basketball coach Tim Notke

2. "Those who don't realize that failure is inevitable often attain success." ― Fashion designer Coco Chanel

3 "Up till you learn better, try your best. When you are aware of better, act accordingly." ― American poet and civil rights advocate Maya Angelou

4. "You're more likely to act on anything if your instructor, coach, or mentor believes in you." ― Fast Company's Gwen Moran

5 "Success doesn't just happen. It involves a lot of effort, tenacity, research, sacrifice, and, most importantly, love for the task at hand." – Brazilian soccer player Pele

6. "Others who are doing it should not be interrupted by those who claim it cannot be done." ― Playwright George Bernard Shaw

7. "I do not know anyone who has climbed to the top without hard work. The recipe is that. Although it won't always succeed, it should bring you quite close." — Former British Prime Minister Margaret Thatcher

8 "There isn't a bus that will take you there; you must work hard, take risks, and do things you may not fully understand. It will be fantastic what you find. You'll learn about who you are." ― Actor Alan Alda

9. "The decisions I made yesterday helped shape who I am now." – American First Lady Eleanor Roosevelt.

10. "Hard labour shines a spotlight on people's personalities: some roll up their sleeves, some don't roll at all." --author Sam Ewing

Summary.

Trying to reassure and focus workers amid ongoing uncertainty has been particularly difficult for leaders over the past two years. They frequently struggle with their own stress and burnout while addressing the escalating mental health issues of their workers. How are they going to maintain their composure while communicating to their teams positively and concisely while continuously making adjustments as circumstances change? Three useful methods for leaders to look for themselves are provided below, all of which focus on comprehending and controlling one's own mind: Avoid being egotistical; choose bravery above comfort, and demonstrate compassionate transparency.