Some people might give you carte blanche, but you have more chances when it is support you ask.
Support happens when you have a plan, a target you want to achieve, some ideas on how to achieve it, and you need somebody to be there with you, along the way. Support is somehow conditional. Not conditional on you getting there, rather conditional on you staying the course.
Carte blanche lets you wander, support gives you focus. Always be mindful what you are asking for and whom you are asking to.
Most of us set a target and then sprint towards it.
The fact is, what matters it that you get to the target, and in most cases how fast you are has very little importance. Sprinting is a distraction, it can deplete resources, it is wasted focus. And it hinders experiencing the journey, depriving the target of most of its meaning.
Should people continue working from home (or from anywhere) after lock-downs and social distancing are no longer necessary, the leadership pains so many complain about are just going to get more severe.
Little communication and transparency, lack of empathy, difficulties in sharing a common vision, finding ways to work together on problems rather than distributing solutions. All of this is going to feel even worst when you do not have the aid of common spaces, shared coffee breaks, chit chats with colleagues and informal conversations.
The world is going to need many better leaders.
There is a time, in every marketing story, when the things you are working on do not deliver the expected results. Perhaps you have overpromised, perhaps the campaign is not effective as you imagined, perhaps a pandemic unexpectedly changed the rules of the game, perhaps your team is not as good as it should be, perhaps your leadership is not as good as it should be. One way or the other, pressure mounts, your job is on the line, your team is on the line, and people around you start to question everything you say.
I believe this is the single most important moment.
Because what is easy to do in such cases is to start blurring the boundaries between urgent and important, following shiny objects that can deliver short term results, draining your team to exhaustion and demotivation, putting more weight on opinions and less on facts, limit communication to a restricted circle of trusted people.
And the difficult thing to do is stay the course, spread your message wide, understand what is happening and involving people in finding solutions, expand beyond your team to tap into new knowledge, measure, defuse the situation, learn from the whole process and repeat.
Nobody forces you one way or the other. It is a choice.
There are a few things an organization should consider if they decide to release a statement, publish a social media post, say something about the events of these days.
First, make sure the words shared are considered and consistent. Nobody needs more rage, nobody wants your organization to use this to clean their slate or take the spotlight.
Second, understand that you will have to take a stand. Now is not the time for long sentences, ambiguous words, balancing acts, politics and public relations.
Third, appreciate that silence is just a fake option. You might decide against going public with your thoughts, and in doing that you are clearly signalling what your organisation stands for.
You've got this 