Two keys in tough times – people management and task management. And a third – self management.
“The facts are always friendly.”
“One way to keep people focused on positive action is not to slip into the trap of automatic sympathy. While it makes a person in victim mode feel good to hear such things as “that’s terrible, you must feel awful, they should fix it, poor baby”, etc., those are the wrong messages. They imply that the power is out there, with those bad people who are doing you wrong, with that evil competitor or that rotten economy. A more effective way to get and keep the right focus is with statements such as “yes, that’s tough – what are you going to do about it?; I wish it was different, but it’s not – what did you learn from it?; I understand you’re angry – so how will you avoid this in the future?”. These responses imply that the power remains with the individual and that some positive can come from this tough situation. A key to great leadership in tough times is helping people see reality and helping them find appropriate ways to deal with it.”