You Learn The Most About Leadership When Things Aren't Working
LEADERSHIP
"You learn the most about leadership when things are not working." ❗
This was one of the strongest takeaways for me from an IWD event that I spoke at and the exchanges that followed.
Several people shared experiences from high-pressure situations within their organisations. Different contexts, different industries, but the same patterns kept surfacing.
One of them was LISTENING.
In one example, a leader took the time to understand what was happening on the ground before making a decision.
That sounds like a basic process, but in practice, it is not common. When pressure increases, listening is usually the first thing to be reduced.
The conversations become shorter, and decisions are made faster. Assumptions start to replace context, and there, my friend, is where problems begin.
When leaders do not take the time to understand what is happening, decisions may be made quickly but are often incomplete. Teams then spend time correcting outcomes instead of making progress.
Another pattern that came up was how small, low-visibility decisions shape culture. Not the formal announcements. The everyday choices...
What leaders prioritise, tolerate, and definitely what they ignore.
These decisions are not always documented, but they are observed, and over time, teams adjust to them. They begin to understand what really matters, not from policies, but from behaviour.
That is how culture is formed.
There was also a clear difference in how leaders respond to pressure.
Some default to control while others focus on creating clarity. The difference is not always obvious in the moment, but it shows in how teams perform.
Where there is control, teams become cautious. Where there is clarity, teams remain focused and able to execute. In difficult situations, the issue is not the only priority.
The people handling the issue matter just as much. If they are supported, the work improves. If they are not, pressure increases and performance declines.
Leadership is not tested when things are working. It is tested when they are not, and what leaders do consistently in those moments eventually becomes culture.
In your experience, what have you seen shape how teams respond when things are not working?
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