The Extreme World of Business, Sue Stockdale

By Sue Stockdale

Living to Extremes

Alexis was feeling stressed. As Product Manager in a fast-growth tech company, her job was challenging. Her team had successfully delivered on the company’s ambitious growth targets despite the workforce being dissipated across several locations. But Alexis had now discovered that some of her most talented employees were thinking about moving on.  

Fear can drive leaders to behave in surprising ways – sometimes offering immediate promotion or more money to people in the vain attempt to stop them from leaving. But it doesn’t always solve the problem. Burnt out, overworked and in many cases underappreciated, many employees choose to vote with their feet in search of organisations that care.  

The Extreme World of Business, Sue Stockdale

What’s attracting them to move elsewhere? Cultures that offer flexibility, empowerment, and a sense of being valued. It’s really a no-brainer. Faced with this new reality, leaders must accept that if they do not change, their organisations cannot thrive in the future. Which means how a leader behaves has more significance than ever. And for many, it is this reality that causes them to feel uncomfortable.   

Being able to say no to good things

Many of the leaders I coach tell me that most of their time these days is spent in meetings – many of which are unproductive or not required. Yet they are fearful of changing this type of kneejerk, reactive way of working, to one where they take control of their time and focus on providing direction, inspiration, and encouragement for their teams. Why? Because it may require having difficult conversations, becoming more comfortable to say no, and they fear that if they let go and empower others – what does the job of a leader become?  

One way to overcome those fears is to experiment with new ways of working. For example, leaders can block out time to get clear on priorities and decide what will not get done. Harvard Professor Rebecca Henderson offers a useful way of thinking to avoid overwhelm. She says, ‘you have to be able to say no to good things.’ Making decisions about what will not be done can be liberating and may require some tough conversations. What’s the alternative? A never ending ‘to do’ list that can demotivate and discourage.  

Making small changes that add up over time

A small action to change a habit can make a difference. For example, being clear about the outcome of a meetingbefore it starts, and reviewing who needs to be there, can ensure that time is better spent on priorities, with actions or decisions communicated later. Or creating an email signature that includes working hours, and availability can help to manage others’ expectations. Small changes to behaviour can add up over time and help leaders to feel more in control.  

Questions, not answers

It’s the companies that already have enlightened leaders that are gaining from the exodus of talent. Many of these leaders use an enquiry-led approach, so that when an employee comes to them seeking an answer; they listen, ask questions and help the person get clear on their priorities. What happens is that over time people realise they are empowered to solve their own issues, and feel encouraged to bring the best of their talents to work, even if that workplace is in their home.  

Purposeful leadership

Central to this leadership approach is providing clarity of direction and a sense of purpose. Harvard lecturer and former CEO of Best Buy, Hubert Joly describes it as ‘bringing the heart back into business’. He cites many examples that demonstrate that when companies prioritise people and relationships as highly as profit, the companies – and the people flourish. Sounds simple – right? A leader should just behave as a human and show compassion and belief in their people. But for many that can leave them feeling worried. What if that means their role is not about being the all-conquering hero, the problem solver or the fixer?  

It requires a leader to reflect on how they show up currently, and then to accept and adopt a new identity. One of leader as coach, leader as inspirer, or leader who does not always have the answer. The good news is that changing one’s leadership style can bring a renewed sense of purpose and energy.  

Margarita Mayo, Professor of Leadership and Organizational Behaviour at IE Business School in Madrid whose research has focused on authentic leadership, cites examples of leaders who build trust, not because of their position, but because they show curiosity, passion, and interest in others. Their behaviour tells a different story to those they lead and conveys a powerful non-verbal message – ‘you matter’. And that is a powerful attractor to talent from other companies.   

So, if leaders such as Alexis, want their people to stay and their teams to thrive in the extreme world of business – perhaps the antidote lies within themselves. By making small changes to how they lead, learning to say no, and communicating clear priorities are all essential leadership behaviours to adopt. And accepting that the journey to transform as a leader is one that’s always worth taking.  

Sue Stockdale is an executive coach, leadership specialist and author of EXPLORE: A Life of Adventure.