Some leaders have the ability to bounce back and smile. Almost – no matter what happens. That is quite desirable behavior. One that you can get too. This article explores how to you as a leader can have a positive mindset and stay mentally agile and ready for whatever comes next.
Part of a leader’s function is to solve problems: the problems of employees, of the firm, of the higher-ups, etc. It’s particularly tough when you’re a middle manager squeezed between layers of the hierarchy. In the role of leader, you have to face many trials and respond with a professional smile.
When a leader gets promoted, expectations grow about how much responsibility she can shoulder, how much complexity she can manage, and how many tough pills she’ll have to swallow. In a high position, you can end up in the middle of conflicts in which you have had no part. You can be a target of criticism from employees, newspapers, and trade unions, and this criticism may seem undeserved, but dealing with it is part of your job. It is difficult to smile in situations like that. But as these situations keeps on coming to people in leadership positions, you have to learn how leaders can smile.
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Sometimes your own feelings are too deeply involved in the matter, and sometimes you lack the necessary tools to see things from the right perspective. Inability to deal with emotionally complex situations can lead to conflict, stress, lack of collaboration, loss of synergy, bad leadership, loss of benefit from reorganizing, and poor results.
Once you can see things from different perspectives, you can solve issues with greater ease. You can keep on smiling. But it requires that you can see yourself and others from different perspectives. Just like an actor-director, like Sofia Coppola, Ben Stiller, Jodie Foster or Angelina Jolie. Imagine what it demands of a person mentally to be both actor and director in the same film. He needs to see himself from the outside and from different perspectives in order to perform as a director.
Also, leaders need to be able to see themselves from the outside just like actor-directors to keep on smiling when the going gets tough.
A director I coached named Maria worked at a factory in a place, where trade unions are very powerful. The factory’s optimal operation depended largely on collaboration with the trade union, which often resulted in conflicts. One day when she appeared on the screen for our virtual meeting, I could see her facial expression was different. She was clearly tense. Prominent trade union leaders had denounced her publicly using personal, inappropriate accusations that were completely false. She was angry and insulted but didn’t know what to do. The conflict had begun long before she had started at the factory, but now she was the target of all the attacks they could launch. The trade union had previously been successful at orchestrating the downfall of a factory manager by shaming him publicly.
In this example, an individual practicing her profession was personally attacked. Her personal traits and actions are tools and vehicles for her work, so it’s easy to understand why she felt the attacks were personal, especially since the injustice she felt also affected her in the private sphere. You might face a similar challenge in your job. We can quickly agree that the factory manager was treated unjustly. It would be nice if someone could take charge of the matter and correct the wrongs. But there are only two things we can be sure of: we will encounter challenges that are unfair, and one day we will die. We exert more influence on the way we experience life and what we get out of it if we choose to be co-authors of our own perspective. This doesn’t mean ignoring other perspectives—quite the contrary. But if we give our own perspective only the same weight as others and we see several different perspectives, then it becomes easier to avoid feeling personal affront and getting hijacked.
This is also why only those who can meet challenges and continue to get promoted as leaders. Leadership can sometimes seem like a long string of problems that demand solutions. In many ways, the picture of Sisyphus pushing a rock uphill in eternity accurately represents how it sometimes feels to be a leader.
The trick is to know how to be mentally agile. When being mentally agile, we can view matters from the perspectives of different people and alternate playing the roles of the protagonists and of those standing on the sideline on the same issue—or we can view the problems from the outside or sense an attack from behind. We can take a close-up look and sense what is really going on around us or climb to a helicopter perspective when we need to.
I often describe this as if our mind is a pond, still as when there is no wind. An agile mind will respond with just the right effect. As when you throw a small pine into the pond, it will create a perfect response towards the pine breaking the water surface. Just how we are able to respond to outcoming circumstances.
In my book, Power Barometer – manage energy, not just time and money, I give real examples on how high performing leader are practicing mental agility. To stay ready for whatever comes next. You can read more about it here or in this article. Here are three examples:
Once Philip had a leader, Tom, who taught him and his colleagues how to perspectivate problematic issues and relieve tensions. Sometimes when they felt great pressure, he relieved the tension by saying, “Oh, in two years we’ll be sitting with our feet on the desk and laughing at it.”
So, let’s visualize Sisyphus on his way down the mountainside with a smile, or visualize someone else in a situation that seems absurd with a smile. This helps us make a U-turn and makes it possible to smile when we have to address absurd situations such as the climate crisis, in which humanity is on our way to eradicating ourselves, or any other difficult challenge.
If you want to develop your leadership towards more readiness and mental agility you’re more than welcome to reach out to me at hello@josefinecampbell.com, call +45 26 36 11 99 or apply here for a non-binding meeting. Lastly you can take a closer look towards if coaching could be for you.
And remember that we help people in multinational companies to handle challenges in a meaningful way and take business to the next level. If you would like to be updated with new articles and videos, sign up for our mailing list. Your mail is not shared with anyone and there are advantages to being on the list e.g., getting the first chapter of Josefine Campbell’s book, Power Barometer – How to Manage Personal Energy for Business Success.
Understanding people’s boundaries can be challenging for some leaders. This isn’t always because they’re selfish or indifferent—it’s often just difficult to know how to motivate, engage, create clarity, and respect others’ boundaries, especially when those boundaries differ from their own. Read more here.
Marie’s journey through coaching was nothing short of remarkable. A high-achieving leader with a big heart and sharp skills, she found herself trapped in a tough and toxic situation. Yet, she didn’t just survive—she thrived. She triumphed. And now, with her permission, I’m sharing her story in hopes that others might find the strength to do the same.
As a leader, you will undoubtedly encounter employees with low self-esteem. Low self-esteem is like the leaky jar of the Danaids, a jar that is never filled—no matter how much you pour in. This results in people never feeling like they are enough. As a leader, it’s important to be aware if some of your employees have low self-esteem so you can lead them well and help them build more self-worth. It is possible to develop more self-esteem as an adult, and a boss can play a role in that. It benefits both the employee, the company, and the boss if the employee gains more self-esteem.
Vi har meningsfulde samtaler, der forbedrer situationer.
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