Leadership and The Worst Case Scenario

Earlier in the week, we considered the liberating affect of realizing that—lucky for us in the U.S.—the worst case outcome of failure on our part is rarely death…or even a result bringing us close to death.

Many of the decisions and circumstances that paralyze us with fear can be conquered simply by facing what the worst possible outcome could be. When we realize that we can make it through even the most dire of circumstances, we generally have the energy and the chutzpah to succeed in spite of the odds.

In leadership roles, chutzpah isn’t always a great characteristic, as it can be misinterpreted as a reckless disregard for those around you. But secretly tuck a little bit of that audacious bravery in your spirit, and you just might be all the better for it. When times are difficult, the spotlight shines more brightly on you as a leader—whether you’re leading a company, a school, or a household. Not only do people want to know that you have a plan, they want to know that you can implement it with confidence and that you can keep even the leakiest of row boats afloat with everyone on board.

Realistically, you may have to be the bearer of the news that a ship must be abandoned or that extra ballast…positions…must be eliminated. This is when leadership feels far less glorious than the title may make it seem. Remember when you were little and couldn’t wait to grow up and be the boss of people? Well…here you are.

Practicing worse-case scenario planning is just another strategic research tool. It should be done at every level of your organization. It builds a platform for open communication and transparent planning you should employ in all strategies—in the best and the worst of times. WCS planning allows everyone involved to know what they’re up against; how to prepare for it and how—together—you will avoid the potential catastrophe you’ve identified. Pretending like it doesn’t exist, or failure to openly communicate about it provokes mistrust and hesitancy on the part of others to follow you. So pull your team together and have some open dialog about “what are the worst things that could possibly happen to us” and then, PLAN and ACT to avoid them. Because if all you do is talk about how bad everything is or might be, then you’ve failed to be a leader and you’ve just become a pathetic commiserating sponge of doom.

If you aren’t used to communicating in such a straightforward and transparent fashion, here are three quick tips to help you succeed.

1.     Ask important questions and then quit talking. Listen. Take notes. Ask another question or two, but listen with the intention of gaining invaluable strategic insight…and listen to people inside your organization who sometimes irritate you; listen to people outside your organization and in different industries who have great tactical and visionary skills; and listen to people in their 80s and 90s who have lived through the worst of worse case scenarios. Look for wisdom in new places.

2.     Speak clearly. Use small words (remember…people use big words to say little, and little words to say much. I made that up. Feel free to quote me!). Don’t “package” or “spin” bad news. Be honest and forthcoming.

3.     Ask for free help. There are ready resources for free help in colleges and universities, but look first to your own circle. Even people you may have had to lay off. I have many colleagues with phenomenal skill sets who would give a day or two of their time to help an old friend think through a difficult situation. We think we’re in “these times” alone and we begin to feel desperate, when desperation could be easily avoided with a little help from some friends. Call someone you know has been laid off; call the best CFO you ever knew who is retired; call that communication consultant (ahem) whose insight and powers of articulation you admired in the past and ask for help—free help. You might be surprised to learn that, even facing the worst case scenario in the bleakest of times, you are surrounded by people who will stand by you. But you have to ask.

Be sure that once you’ve acknowledged the worst that could happen, that you celebrate all the little best things that are happening all around you. Give them attention. Nurture them. And let the power of that goodness grow!

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