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Critical Thinking

How to Develop 5 Critical Thinking Types

Great leaders think strategically. They can understand and appreciate the current state as well as see

possibilities. When dealing with today’s issues, they operate from a broad, long-term perspective rather than

focusing only on short-term implications. And they can gather information and make decisions in a timely

manner.

Most of all, strategic leaders know how to strike a balance between visualizing what might or could be and an

effective day-to-day approach to implementation. They can look into the future to see where the company needs

to go and what it will look like once they get there. And they can do this while making sure the right things get

done on a daily basis.

This type of strategic leadership requires five different types of thinking. Knowing when and how much to

utilize each one is the hallmark of great leaders.

1. Critical thinking is the mental process of objectively analyzing a situation by gathering information from all possible sources, and then evaluating both the tangible and intangible aspects, as well as the implications of any course of action.

2. Implementation thinking is the ability to organize ideas and plans in a way that they will be effectively carried out.

3. Conceptual thinking consists of the ability to find connections or patterns between abstract ideas and then piece them together to form a complete picture.

4. Innovative thinking involves generating new ideas or new ways of approaching things to create possibilities and opportunities.

5. Intuitive thinking is the ability to take what you may sense or perceive to be true and, without knowledge or evidence, appropriately factor it in to the final decision.

Until recently, most leaders could get by with critical and implementation thinking. But in today’s hyper-fast

world, conceptual, innovative and intuitive thinking have becoming increasingly important, especially in

industries where frenetic change represents the rule rather than the exception.

How to develop critical thinking (Top 10 ways)

Business leaders still need to gather and analyze data, make decisions, and implement them well. But now they

have to take in vast amounts of data from a more diverse array of sources. They have to make decisions much

more quickly. And they have to do it knowing that everything could change overnight.

In such an environment, the ability to ponder possibilities, see patterns and connections that others don’t see,

and look at the same data in new and different ways represents a formidable competitive advantage.

Some leaders seem to be born with these intuitive types of thinking skills. But since most of us are not so

naturally gifted, here are some suggestions for developing these essential leadership skills. Take time to look around. Browse business websites and read related publications to learn how other

organizations have implemented various strategies in order to increase their competitive advantage.

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Be willing to change directions and/or pursue new goals when strategic opportunities arise. Think about what is keeping you on the same path and force yourself to ponder whether or not you should shift plans. Consider worst-case scenarios.

When problems arise, don’t settle for a quick fix. Instead, carefully look at the problem and take the time to analyze all possible solutions. Create a checklist for yourself to trigger thoughts on long-term consequences and possibilities.

Help others in the organization feel that they are part of the overall mission and strategies by discussing it with them frequently and involving them as much as possible.

Pause and view your situation from another perspective – that of an employee, customer, supplier, etc.

Research and analyze your company’s major competitors. Create a detailed profile of each one and share it with your team. Constantly look for first-hand data rather than relying on anecdotal information.

Engage in “what-if” thinking. For example, “If we do this, how will our competitors respond? What will our customers think? What impact will this have on our suppliers and distributors? What if there is something we have not considered?”

Expand your data sources to include areas totally outside your business or industry. Analyze other industries to see what they’re doing well and how that could be adapted to your business.

Most of all, get in the habit of stimulating your mind by not thinking about your business. From time to time, go

outside your office and take a walk. Turn off your processing, let your mind wander, and allow yourself the

luxury of daydreaming. You’ll be amazed at what you can come up with simply by shifting out of the

critical/implementation thinking modes from time to time.

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Conflict ResolutionResolving Conflict Rationally and Effectively

In many cases, conflict in the workplace just seems to be a fact of life. We've all seen situations where different people with different goals and needs have come into conflict. And we've all seen the often-intense personal animosity that can result. The fact that conflict exists, however, is not necessarily a bad thing: As long as it is resolved effectively, it can lead to personal and professional growth. In many cases, effective conflict resolution can make the difference between positive and negative outcomes. The good news is that by resolving conflict successfully, you can solve many of the problems that it has brought to the surface, as well as getting benefits that you might not at first expect:-

Increased understanding: The discussion needed to resolve conflict expands people's awareness of the situation, giving them an insight into how they can achieve their own goals without undermining those of other people.

Increased group cohesion: When conflict is resolved effectively, team members can develop stronger mutual respect and a renewed faith in their ability to work together.

Improved self-knowledge: Conflict pushes individuals to examine their goals in close detail , helping them understand the things that are most important to them, sharpening their focus, and enhancing their effectiveness.

However, if conflict is not handled effectively, the results can be damaging. Conflicting goals can quickly turn into personal dislike. Teamwork breaks down. Talent is wasted as people disengage from their work. And it's easy to end up in a vicious downward spiral of negativity and recrimination.If you're to keep your team or organization working effectively, you need to stop this downward spiral as soon as you can. To do this, it helps to understand two of the theories that lie behind effective conflict resolution:

Understanding the Theory: Conflict Styles

In the 1970s Kenneth Thomas and Ralph Kilmann identified five main styles of dealing with conflict that vary in their degrees of cooperativeness and assertiveness. They argued that people typically have a preferred conflict resolution style. However they also noted that different styles were most useful in different situations. They developed the Thomas-Kilmann Conflict Mode Instrument (TKI) which helps you to identify which style you tend towards when conflict arises.Thomas and Kilmann's styles are:Competitive: People who tend towards a competitive style take a firm stand, and know what they want. They usually operate from a position of power, drawn from things like position, rank, expertise, or persuasive ability. This style can be useful when there is an emergency and a decision needs to be made fast; when the decision is unpopular; or when defending against someone who is trying to exploit the situation selfishly. However it can leave people feeling bruised, unsatisfied and resentful when used in less urgent situations.Collaborative: People tending towards a collaborative style try to meet the needs of all people involved. These people can be highly assertive but unlike the competitor, they cooperate effectively and acknowledge that everyone is important. This style is useful when you need to bring together a variety of viewpoints to get the best solution; when there have been previous conflicts in the group; or when the situation is too important for a simple trade-off.Compromising: People who prefer a compromising style try to find a solution that will at least partially satisfy everyone. Everyone is expected to give up something, and the compromiser him- or herself also expects to relinquish something. Compromise is useful when the cost of conflict is higher than the cost of losing ground, when equal strength opponents are at a standstill and when there is a deadline looming.Accommodating: This style indicates a willingness to meet the needs of others at the expense of the person's own needs. The accommodator often knows when to give in to others, but can be persuaded to

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surrender a position even when it is not warranted. This person is not assertive but is highly cooperative. Accommodation is appropriate when the issues matter more to the other party, when peace is more valuable than winning, or when you want to be in a position to collect on this "favor" you gave. However people may not return favors, and overall this approach is unlikely to give the best outcomes.Avoiding: People tending towards this style seek to evade the conflict entirely. This style is typified by delegating controversial decisions, accepting default decisions, and not wanting to hurt anyone's feelings. It can be appropriate when victory is impossible, when the controversy is trivial, or when someone else is in a better position to solve the problem. However in many situations this is a weak and ineffective approach to take.Once you understand the different styles, you can use them to think about the most appropriate approach (or mixture of approaches) for the situation you're in. You can also think about your own instinctive approach, and learn how you need to change this if necessary.Ideally you can adopt an approach that meets the situation, resolves the problem, respects people's legitimate interests, and mends damaged working relationships.

Understanding the Theory: The "Interest-Based Relational Approach"

The second theory is commonly referred to as the "Interest-Based Relational (IBR) Approach". This type of conflict resolution respects individual differences while helping people avoid becoming too entrenched in a fixed position.In resolving conflict using this approach, you follow these rules:

Make sure that good relationships are the first priority: As far as possible, make sure that you treat the other calmly and that you try to build mutual respect. Do your best to be courteous to one-another and remain constructive under pressure.

Keep people and problems separate: Recognize that in many cases the other person is not just "being difficult" – real and valid differences can lie behind conflictive positions. By separating the problem from the person, real issues can be debated without damaging working relationships.

Pay attention to the interests that are being presented: By listening carefully you'll most-likely understand why the person is adopting his or her position.

Listen first; talk second: To solve a problem effectively you have to understand where the other person is coming from before defending your own position.

Set out the "Facts": Agree and establish the objective, observable elements that will have an impact on the decision.

Explore options together: Be open to the idea that a third position may exist, and that you can get to this idea jointly.

By following these rules, you can often keep contentious discussions positive and constructive. This helps to prevent the antagonism and dislike which so-often causes conflict to spin out of control.

Using the Tool: A Conflict Resolution Process

Based on these approaches, a starting point for dealing with conflict is to identify the overriding conflict style employed by yourself, your team or your organization.Over time, people's conflict management styles tend to mesh, and a "right" way to solve conflict emerges. It's good to recognize when this style can be used effectively, however make sure that people understand that different styles may suit different situations.Look at the circumstances, and think about the style that may be appropriate.Then use the process below to resolve the conflict:

Step One: Set the Scene

If appropriate to the situation, agree the rules of the IBR Approach (or at least consider using the approach yourself.) Make sure that people understand that the conflict may be a mutual problem, which may be best resolved through discussion and negotiation rather than through raw aggression.

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If you are involved in the conflict, emphasize the fact that you are presenting your perception of the problem. Use active listening   skills to ensure you hear and understand other's positions and perceptions.

Restate. Paraphrase. Summarize.

And make sure that when you talk, you're using an adult, assertive   approach rather than a submissive or aggressive style.

Step Two: Gather Information

Here you are trying to get to the underlying interests, needs, and concerns. Ask for the other person's viewpoint and confirm that you respect his or her opinion and need his or her cooperation to solve the problem.Try to understand his or her motivations and goals, and see how your actions may be affecting these.Also, try to understand the conflict in objective terms: Is it affecting work performance? damaging the delivery to the client? disrupting team work? hampering decision-making? or so on. Be sure to focus on work issues and leave personalities out of the discussion.

Listen with empathy and see the conflict from the other person's point of view. Identify issues clearly and concisely. Use "I" statements. Remain flexible. Clarify feelings.

Step Three: Agree the Problem

This sounds like an obvious step, but often different underlying needs, interests and goals can cause people to perceive problems very differently. You'll need to agree the problems that you are trying to solve before you'll find a mutually acceptable solution.Sometimes different people will see different but interlocking problems – if you can't reach a common perception of the problem, then at the very least, you need to understand what the other person sees as the problem.

Step Four: Brainstorm Possible Solutions

If everyone is going to feel satisfied with the resolution, it will help if everyone has had fair input in generating solutions. Brainstorm possible solutions, and be open to all ideas, including ones you never considered before.

Step Five: Negotiate a Solution

By this stage, the conflict may be resolved: Both sides may better understand the position of the other, and a mutually satisfactory solution may be clear to all.However you may also have uncovered real differences between your positions. This is where a technique like win-win negotiation can be useful to find a solution that, at least to some extent, satisfies everyone.There are three guiding principles here: Be Calm, Be Patient, and Have Respect.Key PointsConflict in the workplace can be incredibly destructive to good teamwork.Managed in the wrong way, real and legitimate differences between people can quickly spiral out of control, resulting in situations where co-operation breaks down and the team's mission is threatened. This is particularly the case where the wrong approaches to conflict resolution are used.To calm these situations down, it helps to take a positive approach to conflict resolution, where discussion is courteous and non-confrontational, and the focus is on issues rather than on individuals. If this is done, then, as long as people listen carefully and explore facts, issues and possible solutions properly, conflict can often be resolved effectively.Have you ever had a disagreement with a co-worker? You probably have at one time or another. Workplace conflicts are very common; there are very few offices where all the employees get along. Because of this,

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conflict resolution is a necessary component of the workplace, and those in a leadership position must be skilled in conflict resolution techniques.When conflicts go unaddressed, they can have a negative impact on productivity and teamwork. Using conflict resolution strategies in the workplace will help maintain a healthy work environment. Conflict resolution requires specific leadership skills, problem solving abilities and decision making skills.

Conflict Resolution Techniques

Consider the following conflict resolution techniques to help resolve issues in your office:Listen, Then Speak OutBelieve it or not, just listening to an employee’s issue is the first and most important step in resolving conflict. You should simply listen to all parties involved to completely understand the nature of conflict, and then start troubleshooting solutions.Gather the GroupAs a leader, you’ll need to arrange a meeting with all involved parties to discuss the issue. Give everyone a chance to speak; this is a good opportunity to hear all sides and gain a full understanding of the conflict. Having a group meeting may also expedite a resolution that will satisfy everyone.Be ImpartialDon’t take sides! In a leadership position, you shouldn’t display any sort of opinion that favors one person over another. If you are partial towards one person, try to access the situation from all sides to come up with a fair and reasonable solution.Do Not Postpone Conflict ResolutionAddress the conflict immediately. Otherwise, the situation could escalate and could affect employee performance. Just make sure not to address the situation too quickly or without careful consideration, as your decision will directly affect the demeanor and performance of your staff. Promote TeamworkEncouragement and motivation are powerful. Remind your staff of successful projects that required teamwork to complete. This is one of the most effective conflict resolution techniques and will really make the employees think about the importance of working in a team.Broadcast PraiseAs stated above, the power of encouragement and motivation can be multiplied when it is spread to recognize those who are modeling the teamwork and cooperation that is desired within any conflict. Try to give suitable models in these instances because behavior modeling can be risky if there are elements in the model that are undesirable.It’s important to note that while resolving workplace conflicts, you need to consider your company’s regulations and policies. With the right conflict resolution training, you’ll have the tools and techniques necessary to keep harmony among your team!

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CRISIS MANAGEMENTGreat Crisis Leaders: 10 Key CharacteristicsThe global financial crisis has showcased differences in leadership styles. The styles of those charged with dealing with the global financial crisis, from the American President to the finance minister of Iceland, are significantly different. Many questions come to mind: is one style better than another; what are the common characteristics held by all of them; which style seems to play better in which environment; and many more.The story of the financial crisis is not finally told. When it is told sometime in the future it will be a story of leadership success and leadership failure. Those close to the collapse already provide information that several of the faltering institutions planted the seed of their demise in who they appointed to leadership roles. Other stories identify individuals whose organizations have survived because of their courageous and thoughtful leadership.This may be the most volatile and deep crisis most leaders have faced. From before the Great War organizations and the world have faced deep crises. When observing the leadership behavior of successful crisis leaders, 10 critical characteristics emerge:1. Seeing things for what they are. Strong crisis leaders live on the front end of reality. They recognize

events and their significance and do not shy away from the consequences of what they see. Intellectual integrity is a key component of their DNA; they think of what is best for the organization, not their own personal gain.

2. Strategy and detail. They are able to see the big picture. They can see all of the moving parts and understand what is cause and what is effect. They get below the 30,000ft level and can dig deep into detail without being mired in it. They quickly develop a very detailed knowledge of the issues. This ability further enhances their capacity to view the problem realistically.

3. Multiple options. When they have identified the problems, they are willing to consider multiple approaches to how these may be addressed. Initially, they engage others in brainstorming potential solutions without judgment, even though they may have a preferred solution in mind. They are confident enough to know and accept that their way may not be the best way.

4. Decisiveness. Taking ownership of the solution means being decisive. When they feel they have listened to the best advice they are willing to make a decision. Strong leaders will use a combination of real-time data along with their "gut"; the wisdom built on years of leadership experience. When they make that decision they know they need to "sell" it to key stakeholders and work tirelessly to ensure organizational resistance does not block the effectiveness of the decision.

5. Collaboration. Strong leaders take ownership of the problem. They understand, however, that a long-term solution requires the input and involvement of many stakeholders. They identify those individuals and work together towards a solution that most support and most can live with.

6. Listen to unpopular advice. Unsuccessful leaders listen only to those who agree with them and often encourage one-dimensional thinking. The successful crisis leader seeks out individuals who have a different perspective on an issue. They include individuals with whom they may not agree and whose advice may be contrary to that of their closest advisers.

7. Calm, courageous and positive. They feel a sense of urgency and remain even tempered. They recognize that an organization, a country or the world is watching them and know that how they present themselves will provide non verbal signals to the audience. They will deliver bad news when they need to and do it in a way that avoids panic and provides a realistic level of hope for the future. Above all, they are courageous enough to make decisions they believe to be the right ones, regardless of whether they are the more popular ones.

8. Take risk in the face of risk. Crises often bring the leader face-to-face with a set of situations they have not previously seen. There are questions to which they do not know the answers. Gathering contrarian viewpoints from individuals with whom they might not agree, but respect, likely means they may create solutions not previously tried, and outcomes of which may be unknown. If it is the best solution, however, the strong leader is prepared to take the calculated risk.

9. 80% rule. Leaders certainly want to make the right set of decisions. Strong leaders understand they will not always have all of the information they might like. They know that making an imperfect decision can often be better than making no decision at all. Even if the decision needs to be "fine tuned" for implementation they are comfortable making it.

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10. Prepare to admit mistakes. Courageous leaders who take calculated risks will undoubtedly make mistakes at some point. Deep crises require continuous decision making. The volume of decisions required in multi-faceted crises can almost guarantee that not every decision will be 100% correct. Strong leaders are prepared to admit their mistakes.

Not every leader will have all ten characteristics in equal proportion; some will be stronger in one area than another. However, most leaders who are successful managing through deep crises will posses a majority of these characteristics.The ten characteristics can provide you with a vehicle for your own personal crisis management audit. Rather than using it to evaluate someone else in the organization, see things for what they are. Evaluate your own crisis management leadership. If you are in doubt about your own objectivity, get input from others. Most especially, include those with views that differ from your own.

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Seven lessons for leaders charged with leading their organizations through a crisis:

Lesson 1: Leaders must face reality. Reality starts with the person in charge. Leaders need to look themselves

in the mirror and recognize their role in creating the problems. Then they should gather their teams together and

gain agreement about the root causes. Widespread recognition of reality is the crucial step before problems can

be solved. Attempting to find short-term fixes that address the symptoms of the crisis only ensures the

organization will wind up back in the same predicament.

In order to understand the real reasons for the crisis, everyone on the leadership team must be willing to tell the

whole truth. Leaders can’t solve problems if they don’t acknowledge their existence.

Lesson 2: No matter how bad things are, they will get worse. Faced with bad news, many leaders cannot

believe that things could really be so grim. Consequently, they try to convince the bearers of bad news that

things aren’t so bad, and swift action can make problems go away.

This causes leaders to undershoot the mark in terms of corrective actions. As a consequence, they wind up

taking a series of steps, none of which is powerful enough to correct the downward spiral. It is far better for

leaders to anticipate the worst and get out in front of it. If they restructure their cost base for the worst case, they

can get their organization healthy for the turnaround when it comes and take advantage of opportunities that

present themselves.

Lesson 3: Build a mountain of cash, and get to the highest hill. In good times leaders worry more

about earnings per share and revenue growth than they do about their balance sheets. In a crisis, cash is king.

Forget about earnings-per-share and all those stock market measures. The question is, “Does your organization

have sufficient cash to survive the most dire circumstances?”

Lesson 4: Get the world off your shoulders. In a crisis, many leaders act like Atlas, carrying the weight of the

world on their shoulders. They go into isolation, and think they can solve the problem themselves. In reality,

leaders must have the help of all their people to devise solutions and to implement them. This means bringing

people into their confidence, asking them for help and ideas, and gaining their commitment to painful corrective

actions.

Lesson 5: Before asking others to sacrifice, first volunteer yourself. If there are sacrifices to be made – and

there will be – then the leaders should step up and make the greatest sacrifices themselves. Everyone is

watching to see what the leaders do. Will they stay true to their values? Will they bow to external pressures, or

confront the crisis in a straight-forward manner? Will they be seduced by short-term rewards, or will they make

near-term sacrifices in order to fix the long-term situation?

Lesson 6: Never waste a good crisis. When things are going well, people resist major changes or try to get by

with minor adaptations. A crisis provides the leader with the platform to get things done that were required

anyway and offers the sense of urgency to accelerate their implementation.

Lesson 7: Be aggressive in the marketplace. This may sound counter-intuitive, but a crisis offers the best

opportunity to change the game in your favor, with new products or services to gain market share. Many people

look at a crisis as something to get through, until they can go back to business as usual. But “business as usual”

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never returns because markets are irrevocably changed. Why not create the changes that move the market in

your favor, instead of waiting and reacting to the changes as they take place?

How a Good Leader Reacts to a Crisis

There is something about a big snowstorm that brings out the best, or more often the worst, in big city mayors. If, as former Speaker of the House Tip O’Neill once said, “All politics is local,” then you would think that the first hint of snow in the forecast would prompt mayors to relocate their offices temporarily to where the snowplows are dispatched.Mayor Mike Bloomberg, who recently won a third term, and is widely regarded as an adept city leader,  has come under fire for inefficient snow removal in New York City. Most of the complaints came from residents in the so-called outer boroughs — e.g., the four that are not Manhattan.

But across the Hudson, Newark Mayor Cory Booker has received acclaim for his response to the nor’easter snowfall, despite taking flak on a host of other matters. Not content with supervising removal, he plunged in with a shovel, helping to extricate cars, clear walkways, and in one instance deliver diapers to a housebound mother. He also tweeted his first-hand observations of the snow to his more than one million Twitter followers.We like to see our elected officials in action. The contrast between Bloomberg’s reception and Booker’s can serve as a lesson for anyone in a position of authority. Here are some tips for the next big storm that hits your office:Take a moment to figure out what’s going on. An executive I know experienced a major disruption in service to his company. He was the person in charge and he told me that at the first response meeting everyone started talking at once. The chatter was nervous response — not constructive — so he delegated responsibilities and then called for a subsequent meeting in an hour’s time. This also helped to impose order on a chaotic situation.Act promptly, not hurriedly. A leader must provide direction and respond to the situation in a timely fashion. But acting hurriedly only makes people nervous. You can act with deliberateness as well as speed. Or as legendary coach John Wooden advised, “Be quick but don’t hurry.”

Manage expectations. When trouble strikes, people want it to be over right now — but seldom is this kind of quick resolution possible. It falls to the leader in charge to address the size and scope of the crisis. You don’t want to alarm people, yet do not be afraid to speak to the magnitude of the situation. Winston Churchill was a master at summing up challenges but offering a response at the same time. As he famously said when taking office in 1940, “You ask, what is our aim? I can answer in one word. It is victory; victory at all costs; victory in spite of all terror; victory, however long and hard the road may be, for without victory there is no survival.”Demonstrate control. When things are happening quickly, no one may have control, but a leader can assume control. That is, you do not control the disaster — be it man-made or natural — but you can control the response. A leader puts himself into the action and brings the people and resources to bear. Think of  Red Adair, who made a name for himself putting out oil fires that no one else could. A raging blaze may seem uncontrollable but Adair knew could control the way it was extinguished.

Keep loose. Not only does this apply to personal demeanor — a leader can never afford to lose composure — it applies to the leader’s ability to adapt rapidly. A hallmark of a crisis is its ability to change quickly; your first response may not be your final response. In these situations, a leader cannot be wedded to a single strategy. She must continue to take in new information, listen carefully and consult with the frontline experts who know what’s happening.

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As much as we like to see senior executives pitch in and help with the heavy lifting, there is a limit. A senior executive’s prime role is setting direction. If he or she is engaged too much in front line responsibility, then who is doing the vision thing? Some executives still enjoy doing that hands-on work; they like the rush of adrenaline that comes from direct action. Too bad. That is not their job any more.

Leaders have another important role during a crisis and that is to provide perspective. As Mike Useem has written in The Go Point, an insightful study of decision-making, effective leaders can often do more by standing back from the action.

It is why, as Useem notes, that the team leader in mountaineering expeditions often remains at base camp rather than hiking to the summit. That way, if trouble strikes, he can direct the response with the perspective that comes from seeing the mountain as a whole and the conditions that affect the summit team.

The measure of a leader is often tested during a crisis. And those leaders who can engage directly, but still maintain their sense of perspective, are the ones that will help the organization survive.

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Stress Management

How to Reduce, Prevent, and Cope with Stress

It may seem that there’s nothing you can do about stress. The bills won’t stop coming, there will never be more hours in the day, and your career and family responsibilities will always be demanding. But you have more control than you might think. In fact, the simple realization that you’re in control of your life is the foundation of stress management. Managing stress is all about taking charge: of your thoughts, emotions, schedule, and the way you deal with problems.

IN THIS ARTICLE:

Identify sources of stress Look at how you cope with stress Avoid unnecessary stress Alter the situation Adapt to the stressor Accept the things you can’t change Make time for fun and relaxation Adopt a healthy lifestyle

Identify the sources of stress in your life

Stress management starts with identifying the sources of stress in your life. This isn’t as easy as it sounds. Your true sources of stress aren’t always obvious, and it’s all too easy to overlook your own stress-inducing thoughts, feelings, and behaviors. Sure, you may know that you’re constantly worried about work deadlines. But maybe it’s your procrastination, rather than the actual job demands, that leads to deadline stress.

To identify your true sources of stress, look closely at your habits, attitude, and excuses:

Do you explain away stress as temporary (“I just have a million things going on right now”) even though you

can’t remember the last time you took a breather?

Do you define stress as an integral part of your work or home life (“Things are always crazy around here”) or as

a part of your personality (“I have a lot of nervous energy, that’s all”).

Do you blame your stress on other people or outside events, or view it as entirely normal and unexceptional?Until you accept responsibility for the role you play in creating or maintaining it, your stress level will remain outside your control.

Start a Stress Journal

A stress journal can help you identify the regular stressors in your life and the way you deal with them. Each

time you feel stressed, keep track of it in your journal. As you keep a daily log, you will begin to see patterns

and common themes. Write down:

What caused your stress (make a guess if you’re unsure)

How you felt, both physically and emotionally

How you acted in response

What you did to make yourself feel better

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Look at how you currently cope with stress

Think about the ways you currently manage and cope with stress in your life. Your stress journal can help you identify them. Are your coping strategies healthy or unhealthy, helpful or unproductive? Unfortunately, many people cope with stress in ways that compound the problem.

Unhealthy ways of coping with stressThese coping strategies may temporarily reduce stress, but they cause more damage in the long run:

Smoking

Drinking too much

Overeating or undereating

Zoning out for hours in front of the TV or computer

Withdrawing from friends, family, and activities

Using pills or drugs to relax

Sleeping too much

Procrastinating

Filling up every minute of the day to avoid facing

problems

Taking out your stress on others (lashing out, angry

outbursts, physical violence)

Learning healthier ways to manage stressIf your methods of coping with stress aren’t contributing to your greater emotional and physical health, it’s time to find healthier ones. There are many healthy ways to manage and cope with stress, but they all require change. You can either change the situation or change your reaction. When deciding which option to choose, it’s helpful to think of the four As: avoid, alter, adapt, or accept.Since everyone has a unique response to stress, there is no “one size fits all” solution to managing it. No single method works for everyone or in every situation, so experiment with different techniques and strategies. Focus on what makes you feel calm and in control.

Dealing with Stressful Situations: The Four A’s

Change the situation:

Avoid the stressor

Alter the stressor

Change your reaction:

Adapt to the stressor

Accept the stressor

Stress management strategy #1: Avoid unnecessary stress

Not all stress can be avoided, and it’s not healthy to avoid a situation that needs to be addressed. You may be surprised, however, by the number of stressors in your life that you can eliminate.

Learn how to say “no” – Know your limits and stick to them. Whether in your personal or professional life,

taking on more than you can handle is a surefire recipe for stress.

Avoid people who stress you out – If someone consistently causes stress in your life and you can’t turn the

relationship around, limit the amount of time you spend with that person or end the relationship entirely.

Take control of your environment – If the evening news makes you anxious, turn the TV off. If traffic’s got

you tense, take a longer but less-traveled route. If going to the market is an unpleasant chore, do your grocery

shopping online.

Avoid hot-button topics – If you get upset over religion or politics, cross them off your conversation list. If

you repeatedly argue about the same subject with the same people, stop bringing it up or excuse yourself when

it’s the topic of discussion.

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Pare down your to-do list – Analyze your schedule, responsibilities, and daily tasks. If you’ve got too much on

your plate, distinguish between the “shoulds” and the “musts.” Drop tasks that aren’t truly necessary to the

bottom of the list or eliminate them entirely.

Stress management strategy #2: Alter the situation

If you can’t avoid a stressful situation, try to alter it. Figure out what you can do to change things so the problem doesn’t present itself in the future. Often, this involves changing the way you communicate and operate in your daily life.

Express your feelings instead of bottling them up. If something or someone is bothering you, communicate

your concerns in an open and respectful way. If you don’t voice your feelings, resentment will build and the

situation will likely remain the same.

Be willing to compromise. When you ask someone to change their behavior, be willing to do the same. If you

both are willing to bend at least a little, you’ll have a good chance of finding a happy middle ground.

Be more assertive. Don’t take a backseat in your own life. Deal with problems head on, doing your best to

anticipate and prevent them. If you’ve got an exam to study for and your chatty roommate just got home, say up

front that you only have five minutes to talk.

Manage your time better. Poor time management can cause a lot of stress. When you’re stretched too thin and

running behind, it’s hard to stay calm and focused. But if you plan ahead and make sure you don’t overextend

yourself, you can alter the amount of stress you’re under.

Stress management strategy #3: Adapt to the stressor

If you can’t change the stressor, change yourself. You can adapt to stressful situations and regain your sense of control by changing your expectations and attitude.

Reframe problems. Try to view stressful situations from a more positive perspective. Rather than fuming about

a traffic jam, look at it as an opportunity to pause and regroup, listen to your favorite radio station, or enjoy

some alone time.

Look at the big picture. Take perspective of the stressful situation. Ask yourself how important it will be in the

long run. Will it matter in a month? A year? Is it really worth getting upset over? If the answer is no, focus your

time and energy elsewhere.

Adjust your standards. Perfectionism is a major source of avoidable stress. Stop setting yourself up for failure

by demanding perfection. Set reasonable standards for yourself and others, and learn to be okay with “good

enough.”

Focus on the positive. When stress is getting you down, take a moment to reflect on all the things you

appreciate in your life, including your own positive qualities and gifts. This simple strategy can help you keep

things in perspective.

Adjusting Your Attitude

How you think can have a profound effect on your emotional and physical well-being. Each time you think a

negative thought about yourself, your body reacts as if it were in the throes of a tension-filled situation. If you

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see good things about yourself, you are more likely to feel good; the reverse is also true. Eliminate words such

as "always," "never," "should," and "must." These are telltale marks of self-defeating thoughts.

Stress management strategy #4: Accept the things you can’t change

Some sources of stress are unavoidable. You can’t prevent or change stressors such as the death of a loved one, a serious illness, or a national recession. In such cases, the best way to cope with stress is to accept things as they are. Acceptance may be difficult, but in the long run, it’s easier than railing against a situation you can’t change.

Don’t try to control the uncontrollable. Many things in life are beyond our control— particularly the behavior

of other people. Rather than stressing out over them, focus on the things you can control such as the way you

choose to react to problems.

Look for the upside. As the saying goes, “What doesn’t kill us makes us stronger.” When facing major

challenges, try to look at them as opportunities for personal growth. If your own poor choices contributed to a

stressful situation, reflect on them and learn from your mistakes.

Share your feelings. Talk to a trusted friend face to face or make an appointment with a therapist. The simple

act of expressing what you’re going through can be very cathartic, even if there’s nothing you can do to alter the

stressful situation. Opening up is not a sign of weakness and it won’t make you a burden to others. In fact, most

friends will be flattered that you trust them enough to confide in them, and it will only strengthen your bond.

Learn to forgive. Accept the fact that we live in an imperfect world and that people make mistakes. Let go of

anger and resentments. Free yourself from negative energy by forgiving and moving on.

Stress management strategy #5: Make time for fun and relaxation

Beyond a take-charge approach and a positive attitude, you can reduce stress in your life by nurturing yourself. If you regularly make time for fun and relaxation, you’ll be in a better place to handle life’s stressors.

Healthy ways to relax and recharge

Go for a walk.

Spend time in nature.

Call a good friend.

Sweat out tension with a good workout.

Write in your journal.

Take a long bath.

Light scented candles.

Savor a warm cup of coffee or tea.

Play with a pet.

Work in your garden.

Get a massage.

Curl up with a good book.

Listen to music.

Watch a comedy.Don’t get so caught up in the hustle and bustle of life that you forget to take care of your own needs. Nurturing yourself is a necessity, not a luxury.

Set aside relaxation time. Include rest and relaxation in your daily schedule. Don’t allow other obligations to

encroach. This is your time to take a break from all responsibilities and recharge your batteries.

Connect with others. Spend time with positive people who enhance your life. A strong support system will

buffer you from the negative effects of stress.

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Do something you enjoy every day. Make time for leisure activities that bring you joy, whether it be

stargazing, playing the piano, or working on your bike.

Keep your sense of humor. This includes the ability to laugh at yourself. The act of laughing helps your body

fight stress in a number of ways.

Stress management strategy #6: Adopt a healthy lifestyle

You can increase your resistance to stress by strengthening your physical health.

Exercise regularly. Physical activity plays a key role in reducing and preventing the effects of stress. Make

time for at least 30 minutes of exercise, three times per week. Nothing beats aerobic exercise for releasing pent-

up stress and tension.

Eat a healthy diet. Well-nourished bodies are better prepared to cope with stress, so be mindful of what you

eat. Start your day right with breakfast, and keep your energy up and your mind clear with balanced, nutritious

meals throughout the day.

Reduce caffeine and sugar. The temporary "highs" caffeine and sugar provide often end in with a crash in

mood and energy. By reducing the amount of coffee, soft drinks, chocolate, and sugar snacks in your diet,

you’ll feel more relaxed and you’ll sleep better.

Avoid alcohol, cigarettes, and drugs. Self-medicating with alcohol or drugs may provide an easy escape from

stress, but the relief is only temporary. Don’t avoid or mask the issue at hand; deal with problems head on and

with a clear mind.

Get enough sleep. Adequate sleep fuels your mind, as well as your body. Feeling tired will increase your stress

because it may cause you to think irrationally.

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Ten stress busters

What's making you stressed?

If you're stressed, whether by your job or by something more personal, the first step to feeling better is to

identify the cause.

The most unhelpful thing you can do is turn to something unhealthy to help you cope, such as smoking

or drinking.

“In life, there’s always a solution to a problem,” says Professor Cary Cooper, an occupational health expert at

the University of Lancaster. “Not taking control of the situation and doing nothing will only make your

problems worse.”

He says the keys to good stress management are building emotional strength, being in control of your situation,

having a good social network and adopting a positive outlook. 

What you can do to adress stress

These are Professor Cooper's top 10 stress-busting suggestions:

Be active

If you have a stress-related problem, physical activity can get you in the right state of mind to be able to identify

the causes of your stress and find a solution. “To deal with stress effectively, you need to feel robust and you

need to feel strong mentally. Exercise does that,” says Cooper.

Exercise won’t make your stress disappear, but it will reduce some of the emotional intensity that you’re

feeling, clearing your thoughts and enabling you to deal with your problems more calmly.

Take control

There’s a solution to any problem. “If you remain passive, thinking, ‘I can’t do anything about my problem’,

your stress will get worse,” says Professor Cooper. “That feeling of loss of control is one of the main causes of

stress and lack of wellbeing.”

The act of taking control is in itself empowering, and it's a crucial part of finding a solution that satisfies you

and not someone else. Read tips about how to manage your time.

Connect with people

A problem shared is a problem halved. A good support network of colleagues, friends and family can ease your

work troubles and help you see things in a different way.

“If you don’t connect with people, you won’t have support to turn to when you need help,” says Professor

Cooper. The activities we do with friends help us relax and we often have a good laugh with them, which is an

excellent stress reliever.

“Talking things through with a friend will also help you find solutions to your problems,” says Professor

Cooper.

Have some ‘me time’

The UK workforce works the longest hours in Europe. The extra hours in the workplace mean that people aren’t

spending enough time doing things that they really enjoy. “We all need to take some time for socialising,

relaxation or exercise,” says Professor Cooper.

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He recommends setting aside a couple of nights a week for some quality "me time" away from work. "By

earmarking those two days, it means you won’t be tempted to work overtime on those days," he says.

Challenge yourself

Setting yourself goals and challenges, whether at work or outside, such as learning a new language or a new

sport, helps to build confidence. That in turn will help you deal with stress.

“By constantly challenging yourself you’re being proactive and taking charge of your life,” says Professor

Cooper. “By continuing to learn, you become more emotionally resilient as a person. It arms you with

knowledge and makes you want to do things rather than be passive, such as watching TV all the time.”

Avoid unhealthy habits

Don't rely on alcohol, smoking and caffeine as your ways of coping. "Men more than women are likely to do

this. We call this avoidance behaviour," says Professor Cooper. "Women are better at seeking support from their

social circle."

Over the long term, these crutches won’t solve your problems. They’ll just create new ones. "It’s like putting

your head in the sand," says Professor Cooper. "It might provide temporary relief but it won’t make the

problems disappear. You need to tackle the cause of your stress."

Do volunteer work

Cooper says evidence shows that people who help others, through activities such as volunteeringor community

work, become more resilient. “Helping people who are often in situations worse than yours will help you put

your problems into perspective,” says Professor Cooper. “The more you give, the more resilient and happy you

feel.”

On a more basic level, do someone a favour every day. It can be something as small as helping someone to

cross the road or going on a coffee run for colleagues. Favours cost nothing to do, and you’ll feel better.

Work smarter, not harder

Good time management means quality work rather than quantity. Our long-hours culture is a well-known cause

of workplace illness. “You have to get a work-life balance that suits you,” says Professor Cooper.

Working smarter means prioritising your work, concentrating on the tasks that will make a real difference to

your work. “Leave the least important tasks to last,” says Cooper. “Accept that your in-tray will always be full.

Don’t expect it to be empty at the end of the day.”

Be positive

Look for the positives in life, and things for which you're grateful. Write down three things at the end of every

day which went well or for which you're grateful.

“People don’t always appreciate what they have,” says Professor Cooper. “Try to be glass half full instead of

glass half empty,” he says.

This requires a shift in perspective for those who are more naturally pessimistic.

“It can be done,” he says. “By making a conscious effort you can train yourself to be more positive about life.

Problems are often a question of perspective. If you change your perspective, you may see your situation from a

more positive point of view.”

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Accept the things you can't change

Changing a difficult situation isn't always possible. If this proves to be the case, recognise and accept things as

they are and concentrate on everything that you do have control over.

“If your company is going under and is making redundancies, there’s nothing you can do about it,” says

Professor Cooper. “There’s no point fighting it. In such a situation, you need to focus on the things that you can

control, such as looking for a new job.”

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Time Management How to Manage Your Time

These days, time seems to be at a premium. We have devices that keep us constantly connected with work, with friends and family, and sometimes even with complete strangers. As a result, it's easy to get distracted. If you're like most of us, you have a lot to accomplish. We'll show you a great way to do just that!

1 Prepare yourself first, by taking 30 minutes of your time to fix yourself something to eat and

relax. Then Make a list of the tasks you need to accomplish. But before you can manage your time, you need to

know what it is you must manage. A list of tasks, from the mundane to the critical, will help you get a handle on

what needs to get done.

Assign realistic priorities to each task:

Priority 1: due today by 6pm

Priority 2: due tomorrow by 6pm

Priority 3: due by the end of the week

Priority 4: due during next week

You can further prioritize tasks within this grouping by adding a decimal place. For example, a Priority 1.0 task

needs to be done immediately, whereas a Priority 1.5 task simply needs to be done by the end of day.

2 Balance your effort. Work on small portions every day of work that will be due by the end of the week,

starting with the most important tasks first.

Do today's tasks. Concentrate On what is at hand, do not allow yourself to lose focus. Then move on to the next

daily task. Once today's tasks are completed, mark them as such, and proceed to tomorrow's tasks.

When tomorrow's tasks are complete, work on the other tasks due by the end of the week, and when those are

complete, work on the tasks due early next week. A small portion of each is better than one huge,laborious task

and will keep your time managed more efficiently and reduce stress and eliminate burn-out.

Make one of your final daily tasks the completion of tomorrow's task list. Each day should be ended with a new

task sheet for tomorrow to keep you on track.

3 Focus on your most productive time of day. Some people work better in the morning, and some are more

focused in the evening.

4 Manage time in increments. Play a game with yourself by competing against the clock.

Work in fifteen minute, half hour or hour intervals,scientifically it is known that 45 minutes work followed by a

10 minutes rest is the best for the average studier.

Give yourself a time goal to complete a portion of a task or the entire task.

5 Take a break. Clear your mind and refresh yourself to refocus.

Decide beforehand on a 5, 10 or 15 minute break and stick to that decision.

Breaks provide incentive by giving you something to look forward to having.

6 Keep track of your progress.

Cross things off the list as they are completed.

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You'll feel more relieved and relaxed just by getting through the daily tasks. Not only will you be getting things

done, finishing tasks will give you a sense of accomplishment and spur motivation.

7 Reassess the list. Rewrite and prioritize your list on a regular basis.

Add new tasks to the list. This should be done on a daily basis, especially when you are just getting started with

a time management regimen.

Eliminate or adjust tasks that are completed, or fall in priority.

Delegate tasks to others. Contrary to popular belief, you don't need to do it all. You can be much more effective

if you can delegate tasks as necessary.

Use technology to complete tasks more quickly, efficiently or accurately. Today's mobile technology features

dozens, if not hundreds of apps that will help you manage—and even accomplish—your tasks efficiently.

8 Leave time for fun. While there are times when we just need to power through a large project, it's important

to give yourself time to let loose. Not only will it refresh your mind, it's good for your body, too. It doesn't have

to be a lot of time but make sure that you do!

9 Sleep for 7-9 hours every night. Getting the proper amount of sleep will help keep you alert and energetic,

able to think clearly, and function at a high level.

Tips

More than an hour or a few days to return to your usual schedule.

Managing your time can be as simple as scrawling the day's tasks on a piece of paper, or as complex as a

spreadsheet with linked tables and calendars. The supplies you need, will be dictated by the method you choose.

Allow a brief interval between tasks for random happenstances—a phone call, a sudden craving for yogurt, for

you telecommuters, or for popping that roast in the oven.

Keep track of your productive time with a chess clock. Set up a more realistic schedule once you understand the

actual time it takes to complete a task. Just knowing that a certain task will take no more than a half hour will

motivate you to complete it.

Set your own rules to measure your achievement per time intervals.

Pick subjects and not verbs. List ideas and allot time per subject.

Don't "spread yourself too thin" by overwhelming your day with an unrealistic schedule that would be difficult

to accomplish.

Do a task beginning to end. You know those "I deserve a cookie!" moments? those are good. set way-points,

and each time you reach one, reward yourself with something that takes little time, and if to be done during the

project, little concentration.

Take advantage of all the small gaps of time that tend to go wasted during the day. Whether it's the 15 minutes

you have between class and lunch, or the twenty minutes from when you wake up in the morning to when your

kids wake up, use those spare minutes to accomplish something, because little increments of time add up.

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Beware the Pareto Principle. One of the greatest time wasters is spending 95% of one's time on 5% of the tasks

needed to be completed. The assumption is that this is a reality because the 5% seem to be the most profitable.

This is not always the case.

The role of leadership during downsizing

The term ‘downsizing’ was first coined in the mid 1970s by Charles Handy, a professor of managerial

psychology in London. Handy’s contention was that the technological revolution that was occurring at the time

would ultimately affect and in fact transform the lives of millions of workers.

His original forecast has become an amazingly accurate prophecy in that at least since the mid-1980s,

employment downsizing has been deemed the preferred route to improve corporate efficiency. Throughout the

industrialised world, a vast amount of organisations have employed downsizing as a tool to cut costs and to

boost productivity, profitability, and share prices.

The corporate leader who can axe the greatest number of jobs and, with the least emotional content, lay off the

maximum number of people is extolled as a turnaround artist. Such organisational leaders, while obtaining

‘godlike’ status to shareholders, are perceived as the personification of terror to employees. Even one of the

world’s most successful and celebrated former CEOs, Jack Welch, who reigned in the corporate world for more

than two decades, gained the epithet of ‘Neutron Jack’. In the USA, a Business Week article carried the news

“Neutron Jack is back … General Electric is planning massive job cuts – on a scale not seen since CEO Welch’s

early days in the 1980s”. According to various Wall Street sources and those close to the corporation, General

Electric confirmed that it was likely to eliminate at least 75,000 jobs, or more than 15 per cent of the

organisation’s entire workforce, during the next two years.

Sadly, organisational downsizing has come to be recognised as a powerful tool in the corporate strategic toolkit.

This development has occurred in spite of a growing pool of evidence that clearly demonstrates that the

consequences of downsizing are predominantly negative.

Downsizing defined

Downsizing is defined as a deliberate organisational decision to reduce the workforce that is intended to

improve organisational performance. Downsizing is an intentional activity that involves but is not limited to

personnel reduction with its prime focus on improving the efficiency of the organisation. Typically, downsizing

aims at reducing costs, increasing productivity, and restructuring work processes.

In popular usage, downsizing is frequently used as a synonym of layoffs and redundancies. It is also used

interchangeably with a range of other terms, such as de-recruiting, de-massing, and re-sizing. Downsizing can

be viewed as a conscious and deliberate decision of senior management to reduce the manpower on the payrolls

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of an organisation with the explicit aim to improve the efficiency, effectiveness, productivity, and

competitiveness of an organisational entity.

Leaders have a tendency to take pride in referring to downsizing as creative destruction, whereas downsizing

victims view it as a most disruptive and traumatic event. Downsizing survivors frequently express a paradigm

shift in their work attitudes. This includes lower levels of organisational trust, commitment and loyalty as well

as higher levels of insecurity, intent to leave and low morale. Problems of motivation, skill retention, company

image and corporate culture also tend to assail organisations undertaking downsizing activities.

Deciding to downsize

It is essential to have a clear understanding of the leadership process in a situation of decline by establishing the

critical role of the leader’s decision to downsize.

Downsizing is often the outcome of organisational reorientation accompanied by the three Rs – reduction,

restructuring and reorganising. A process view of leadership requires it to create or fundamentally change

organisations. This would involve challenging the status quo, creating a vision, communicating that vision

widely, getting people to believe in it, and then empowering them to act.

It starts with vision formulation and moves to maximise the reach and range of the vision aligning

organisational members to the vision, and, at least theoretically, ends with allowing, encouraging, and

facilitating others to achieve an optimum performance, both in relation to their own potential and also in

relation to the needs and mission of the organisation.

At the deepest level, the leadership process is essentially a value creating process. It is expected that that the

leadership process should create value not for the organisation per se, but for the various stakeholders of the

organisation, the summation of which will put the organisation in a trajectory of competitiveness, stability and

sustainability. However central to the process of leadership is the leader. Thus, the expectations of the

stakeholders boil down to a single human being, who in the considered judgement of the board of directors, is

competent enough to take full charge of the leadership process in the organization and fulfil the manifold

expectations from all its stakeholders.

In this context, it needs to be appreciated that in a situation of decline, the goal of value creation becomes all the

more critical for the CEO. No CEO is asked to cut manpower, to slash inventory, or to implement new

technology. They are simply given the mandate to revive an organisation in decline. How they do this is their

problem. Here lies the critical role of the leader’s decision to downsize. It is their and only their decision to cut

manpower.

Invariably, most CEOs make the external environment a scapegoat. Viewed from the perspective of the CEO, it

is likely that most of them believe that making the organisations leaner and thinner through manpower cuts can

enhance organisational value. However, what they fail to realise is that organisational value is enhanced through

the summation of the individual value they create for all concerned stockholders of the organisation.

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Thus, when a CEO decides to downsize they tend to forget the most important and critical stakeholders of the

organisation: the employees. By no stretch of imagination can one construe that downsizing creates value for

the employees. Rather, it causes a deep dent in the employees’ morale. Therefore, if it is accepted that the

decision to downsize is exclusively the CEO’s prerogative, then it needs to be understood why CEO’s decide

upon the extreme measure to downsize instead of seeking alternative ways to deal with excess manpower and

making a choice from the available alternatives.

Other options?

Life can be fairly easy and predictable, at least in the short run, if one takes the beaten track. In conditions of

decline, the human factor appears to come at the bottom of a leader’s priority list. Hence, thoughtless sanctions

of downsizing are presumably natural. The leader does not perceive the spectre of regulatory sanctions looming

large in the horizon. To add to the leader’s convenience there is hardly any social sanction either. The dictum of

‘business is business’ gives blanket cover to the leader to justify the decision to downsize. Any manager given

the power and position of the CEO can exercise the option of downsizing with equal ease. If a leader equally

opts for the easy solution, where does the dividing line between a leader and a manager lie?

One of the key differentiating factors that distinguish leaders is to develop multiple strategies and to make a

sub-optimal choice, which in their considered opinion would achieve seemingly unattainable goals in the face of

unfathomable odds. By building strategic alternatives leaders provide hope to the organisational members in

situation of decline. Employees come to feel that all is not lost and there are still roads to come out of the

current state affairs.

Therefore, it is through strategic alternatives that leaders communicate positive feelings and emotions and

thereby inspire organisational members to rebuild the organisation again. Leaders bring alive in concrete details

the basic management process and strike a fit to the context in which people are the most important part. By

exercising choice options leaders reduce ambiguity and the amount of time employees spend worrying about

what is going to happen to me?

In a turnaround situation, leaders focus on people while managers focus on processes. It is people who can

create and execute change. Processes are mere enablers. Leaders are not required to activate an enabler they are

required to stir the imagination and emotion of people. Positive steps like seeking alternative course of action

activates positive feelings and emotions while destructive acts of outright downsizing can lead to negative

psychological and behavioural survivor reactions at work. Interestingly, one of the world’s most prominent

researchers on downsizing, Kim Cameron, compares the exclusive use of workforce reduction strategy to

“throwing a grenade into a crowded room”. Certainly, organisations do not require leaders to do that.

Conclusion

Central to the decision to downsize is the actual leader of the organisation. It is argued that a leader’s credibility

is at stake if they decide to downsize without seeking alternatives. Clearly, downsizing is an easy way out to

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divert the stakeholders and public attention to the fact that the CEO is on the right path of turning around the

organisation. At the same time, it is commonly forgotten that any manager, given the power and position, has

the capacity to resort to the ruthless process of downsizing at the drop of a hat.

Therefore, a real leader would first seek and exhaust all downsizing alternatives and opt for downsizing as a

choice of the very last resort.

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The Leader as Change AgentThe role of change agent is only one in a leader's constellation of roles, but in today's competitive  global environment of dwindling resources, competing priorities and increased demand for higher education, it's a highly critical one. If universities are to survive and keep pace with the rising importance of higher education to economic viability, their leaders must be willing to overcome the human desire to maintain a sense of equilibrium. They must take the risk of embracing a bold vision that challenges the status quo of cherished assumptions regarding mission, academic programs, fundraising strategies and community relations.

Mastering the art of being a change agent takes purpose, passion and perseverance--but it is not rocket science.

The first step is to become a student of change. Identify one or two role models who have successfully tackled

change, and learn from their accomplishments as well as their near misses.

Effective Change Leaders

According to Jon Katzenbach, and the other authors of "Real Change Leaders", the most effective change agents within businesses share seven common characteristics. This is probably the case for those who apply themselves to improving the businesses' performance in social responsibility just as they are in every other field.

The characteristics are:

1. Commitment to a better way. They share a seemingly inexhaustible and visible commitment to a better way, and believe deeply that the company's future is dependent upon the change - particularly their part of it - being successfully executed. They see the change target as exciting, worthwhile and essential to the future success of the institution, as well as to their own personal satisfaction.

2. Courage to challenge existing power bases and norms. They develop the personal courage needed to sustain their commitment in the face of opposition, failure, uncertainty, and personal risk. While they do not welcome failure, they do not fear it. Above all, they demonstrate the ability to rise again, and thereby build courage in those around them.

3. Personal initiative to go beyond defined boundaries. They consistently take the initiative to work with others to solve unexpected problems, break bottlenecks, challenge the status quo, and think outside the box. Setbacks do not discourage them from trying again - and again. Certainly they are responsive to top leadership's inspiration, but they do not wait around for it to move them to action.

4. Motivation of themselves and others. Not only are they highly motivated themselves, but they have the power to motivate, if not inspire, others around them. They create excitement and momentum in others and provide opportunities for people around them to follow their example and take personal responsibility for changing.

5. Caring about how people are treated and enabled to perform. They really care about other people, but not to the extent of blind self-sacrifice. While certainly not the corporate equivalent of Mother Theresa, they are fair minded and sensitive to helping other people succeed.

6. Staying undercover. They attribute part of their effectiveness to keeping a low profile; grandstanding, strident crusading, and self promotion are viewed as sure ways to undermine their credibility and acceptance as change leaders.

7. A sense of humour about themselves and their situations.Not a trivial trait. A sense of humour is often what gets them through when those around them are losing heart.

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Change agents in business, in other words, have to be leaders. And yet, as you know, not all leaders are change

agents. Which brings us to three other traits that strike us as essential?

First, true change agents see a future no one else does, and that vision won't let them rest. They don't lead

change because it "makes sense" or because change is "necessary." They lead change because they believe their

organization must get ahead of an approaching "discontinuity" in order to survive and win. In some, such

foresight can present as a kind of paranoia. But most real change agents don't get that rap. Typically, they've

risen through the ranks because they've seen around corners before, and they're recognized for what they are,

serial visionaries.

Second, change agents have the courage to bet their careers. Some leaders will sit around all day talking about

the future and how the organization might adjust for it. True change agents are willing to take bold action—and

accept the consequences. They know that leading change can be messy, with few clear-cut answers about how

events will play out. They understand that pushback accompanies any change initiative and that they will take

the brunt of it if things go wrong, termination included. That doesn't stop them, either.

Finally, change agents have something about them that galvanizes teams and turns people on. Perhaps the

biggest misconception about change agents is that they're Lone Ranger types. In fact, the most effective change

agents have a fervent core of supporters, cultivated through intensity and caring. No doubt, along the way,

change agents have learned that whether they deploy fat raises or kicks in the pants, change happens faster and

deeper in organizations when people are emotionally engaged—and they have a knack for making that happen.

In the end, you know a true change agent when you see their people buy into a change effort not to avoid

punishment but to reap its great reward.