Riding the Rapids of Change: Leadership in Uncertain Waters

 

Navigating uncertain waters is a concept I find fascinating. To many, it may seem intimidating or anxiety-inducing, as it once did for me many years ago. However, I've learned to embrace ambiguity now. It demands a focused mindset, constantly searching for what lies just beyond the horizon to navigate one's raft.

 

In white water rafting, the most perilous obstacles are often hidden beneath the surface. Enormous boulders, sculpted by countless years of intense pressure, create subtle and not-so-subtle shifts in the current direction. Recognizing the signs, such as swirls, distinct ripples, or subtle changes in direction, is essential to inform how and where to steer the raft. As you progress through the first three chapters, the water becomes deeper, as do the concepts.

 

The significance of different rowing patterns may not be immediately evident until you approach your first rapid. It might not look like much, but, as Tom explained, "There is a slot in the middle that we have to hit or a hidden rock will spin our raft and we will flip.” It's not just the visible obstacles; it's the unseen ones, known only to our experienced River Guide who's been here before. Experience is a valuable asset in leadership—use it every day.

 

And so, as the water accelerated and the excitement heightened, we executed our commands nearly flawlessly, splitting the leading edge to navigate through our first rapid. In the previous chapter, I introduced you to my raft mates and the strong relationships we shared. Knowing them and their individual qualities instilled a profound sense of trust. This pre-established trust among us was instrumental in boosting my confidence as we embarked on this challenge.

 

In this chapter, you will learn how you can embrace change, lead through uncertainty, be resilient, and leverage opportunities even while you are not certain. So, let's dive into the water as usual.

 

Embracing the dynamics of change

 

When I think about the term 'embrace,' it means to hold something close to me in a very personal way. My youngest daughter and I share a 'hug' ritual – I can't quite recall how it began, but here's the essence of it. I always seek a good hug before bedtime, and somewhere along the way, she started rating each hug's quality. Some were 'too loose,' some 'too tight,' and some just 'right.' Now, when we prepare for a hug, I always ask her what kind she wants – 'too loose' is now an 'air hug,' even from across the room. 'Too tight' is a 'bear hug' (my favorite), and 'just right' is, as imagined, perfect.

 

Embracing change is inherently scary. It involves peering into the darkness ahead, knowing you must proceed, and leading your team through the uncertainty. Understand this – your team looks to you as you take that first step. Just as my child finds reassurance in my hugs, your team seeks a leader who comprehends that change is inevitable and is ready to guide them through it.

 

In 2007, I was tasked with a challenging assignment. By then, I had roughly four years of experience with the 'new leadership' mentality and had witnessed significant successes for our people. We had recently set new records at a hotel I was leading in Houston. The team had rallied around a belief and an audacious goal, and the hotel was recognized as one of the very best in guest experience, resulting in excellent financial outcomes. The company's leaders approached me about relocating across the country to a beautiful location and a hotel that was not meeting its expected potential.

 

As a quick aside, you may notice that I was consistently assigned to leadership roles requiring significant recovery or turnaround efforts. I used to joke that I was never sent to a place where everything was great. I'm grateful for this now as it forced me to continuously improve and learn quickly.

 

Remember, I mentioned I was only about four years into the 'new me' at that time. If I told you that all my old habits had been completely eradicated, I would be lying – which is not a desirable leadership trait. I was excited about the opportunity and felt confident in my capabilities, but I knew this would be my most challenging test to date. After careful consideration and a lengthy conversation with my wife, we decided to accept it.

 

In the two months leading up to the move, I immersed myself in studying everything about the property and its potential. I delved into the staff's history, guest comments, compliance with company strategies, and more. Remember Tom, our River Guide? He knew every inch of the Ocoee, and I intended to be equally prepared for what would be a challenging journey.

 

Upon arrival, the staff was uncertain about my leadership. They had been informed of my arrival, but as we had been in separate operating divisions, they didn't know much about me, except for my reputation for 'getting things done.' I chuckle at that – it's something to ponder – what's your reputation? If you were to ask any of my more recent teams, you'd hear words like 'compassionate,' 'kind,' 'supportive,' 'encouraging,' and 'firm' (yes, that's included, and we'll address it later). You see, the hotel's underperformance stemmed from a single cause – the leadership team was rowing in different directions, some even in a creek to the side, and others were rowing upstream. The results were evident.

 

During the first week, I met everyone listening attentively. There were verbal cues everywhere, along with a general sense of malaise, which arises when there are no well-defined riverbanks.

 

On my seventh day, I implemented the rafting plan. The day started with immediate rapids as we reorganized the staffing structure, shifting people around on the raft. Some had to disembark, as it was evident they weren't interested in this rafting trip. Yes, this was difficult, but it also demonstrated commitment to the others under my charge. One person rowing in the wrong direction can overturn the raft. There's no room for that.

 

On day eight, I convened a meeting to inform the team that the most challenging rapid, the first one, was behind us. I expected more rapids, but I had supreme confidence in the crew we had assembled. I believed they were up to the task, and I asked them to place their trust in me. I made it clear that I had meticulously studied the upcoming river and would expertly guide them through it. I needed them to understand that. 'Two left, hard. All back. All forward. Dig, dig!' And they dug with all their might.

 

Through the trust that the team placed in me and their unwavering diligence, we righted the raft in just 90 days. Not only did we meet the property's operating expectations, but we also far exceeded them. The hotel went from being a middling performer to the number-one property in the company in less than a year.

 

One young leader whom I hold in high regard came to my office on day seven, right in the middle of the rapid. He was upset because someone he cared about had been asked to leave the raft. He told me I was wrong, and he wasn't sure he could stay. I listened to him, acknowledged his feelings, and appreciated his loyalty. I then asked him to give me the benefit of the doubt and trust the process.

 

Reluctantly, he did. You see, in my brief six days on the property, I observed how the team responded to this young man, how they listened, and the effort he put into working alongside his teammates. I knew he was a definite raft mate for the journey.

 

That very same person returned to me one year later, after we had received all the accolades and he had received his well-deserved bonus for a record year. He said something I will never forget: 'Chris, I really wanted you to be wrong. I didn't like any of it. But as I saw the effect, the freedom the team had, and the trust that was built, I started to believe. Now I'm here to say I was wrong. Thank you for the lessons you taught me and us this year.'

 

That year remains one of the most satisfying in my career. I proclaimed I was going to do everything I believed in, and I did. It worked (with a lot of effort), which significantly bolstered my trust in this concept of the river. This is also the first team that heard my speech titled 'The Riverbanks,' which I will include at the end of the book for you. It's straightforward, easy to remember, and has proven highly effective.

 

With the story I just shared, I need you to know that embracing the dynamics of change as a leader is crucial for success in today's rapidly evolving world. Apparently, change is constant, and as a leader, your ability to navigate it will greatly influence your team's success.

 

Here are some lessons for you:

 

l  Adaptability: You should stay open to new ideas, technologies, and strategies. Be willing to pivot when necessary.

 

l  Effective Communication: Keep your team informed about changes, providing a clear vision and purpose.

 

l  Resilience: You should anticipate challenges and setbacks. When they come, use them as opportunities for growth.

 

l  Empowerment: Encourage your team to contribute their ideas and solutions to adapt to change.

 

l  Continuous Learning: As a leader, you have to be a lifelong learner. So, you must stay updated on industry trends and leadership techniques.

 

l  Risk Management: Assess potential risks and have contingency plans in place.

 

l  Lead by Example: Show your team how to embrace change through your own actions and attitude.

 

Leading through ambiguity

 

Leadership during ambiguity requires a combination of confidence and humility, as well as a willingness to learn and adapt. Also, it is a crucial skill for effective leadership. It involves:

 

l  Adaptability: As a leader, you need to be flexible and open to change as situations evolve.

 

l  Decision-Making: Essentially, you have to make informed decisions with the available information, and adjust as more becomes clear.

 

l  Empathy: As a leader, you should be understanding and supportive of your team's concerns and anxieties during uncertain times.

 

l  Strategic Thinking: You should develop a clear vision and goals, even when the path to achieving them is unclear.

 

l  Collaboration and Communication: Encouraging teamwork and diverse perspectives to tackle complex problems. Also, you should clearly convey information, even when details are uncertain as a leader.

 

Managing resistance and fostering resilience

 

In this subsection, I will highlight some strategies on how you can manage resistance and boost your resilience as a leader. And this will come in two parts.

 

1. Managing Resistance

 

To manage resistance as a leader, you must be willing to:

 

l  Communicate and Empathize with Your Team: You must be willing to clearly communicate the reasons for change and involve your team in the process. Address concerns and provide a platform for feedback. Also, understand and acknowledge the emotional responses to change. So, you must empathize with your team's concerns and fears.

 

l  Involve Them: Ensure you involve your team in decision-making and change implementation. People are more likely to support what they help create.

 

l  Educate Your Team: Provide training and resources to help team members build the skills they need for the changes.

 

l  Support Them: Offer support for those struggling with the changes, whether it's additional training, mentorship, or counseling. As a leader, you must be prepared for this.

 

2. Fostering Resilience

 

To foster resilience among your team, here are what you need to do:

 

l  Lead by Example: You should demonstrate resilience in your own actions and attitudes. Your team will often mirror your behavior. People (your team) will learn from your actions. And when you act, they have no other choice than to act up as well.

 

l  Have Clear Expectations: As a leader who is trying to instill resilience within his team, you should set realistic expectations and goals. And ensure your team understands what's expected of them.

 

l  Celebrate Small Wins: Acknowledge and celebrate your achievements. Doing this helps build a sense of progress.

 

l  Promote Work-Life Balance: You should encourage your team to maintain a healthy work-life balance to prevent burnout.

 

l  Continuous Learning: You also need to encourage a culture of learning and adaptation. In addition, you should motivate your team to embrace change as an opportunity to grow.

 

l  Resource Allocation: Ensure your team has the necessary resources and support to overcome challenges.

 

l  Team Building: As a leader, you have to strengthen team bonds to create a supportive environment where members can help each other through difficult times.

 

Leveraging opportunities in uncertainty

 

By leveraging opportunities in uncertainty, you can turn challenging situations into a chance for your organization and team to thrive and succeed. You should also understand that it is a valuable skill for you as a leader.

 

Here's how you can do it:

 

l  Flexibility: First, you must be ready to adapt. In essence, you will have to embrace change and encourage your team to see uncertainty as a chance to innovate and grow. Also, you should be open to new ideas and approaches.

 

l  Risk Assessment: Identify and analyze potential risks and opportunities that arise from uncertainty. You should consider both short-term and long-term implications.

 

l  Agile Decision-Making: As a leader, you have to make informed decisions swiftly, but be willing to adjust as new information becomes available. Don't wait for complete certainty.

 

l  Innovation: Encourage creative thinking and experimentation within your team. Do you know uncertain times can be a catalyst for innovation?

 

l  Market Awareness: Stay informed about industry trends and changes. And use this knowledge to position your organization strategically.

 

l  Network Building: You should connect with peers, mentors, and other leaders who can provide valuable insights and support during uncertain periods.

 

l  Resource Optimization: Ensure that most of your available resources are focused on efficiency and cost-effectiveness.

 

l  Diversification: Explore diversifying your organization's offerings or markets to reduce vulnerability to unexpected changes.

 

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