There are many effective ways to influence others to do the right things if you understand what they are. Knowing the basics empowers you to make a difference.

There are many effective ways to influence others to do the right things if you understand what they are. Knowing the basics empowers you to make a difference. Toni Lynn Chinoy, describes three significant elements to leading under any circumstance. They become essential during crisis. They are: 1) managing fear 2) managing confusion and 3) managing arrogance.


1.Managing fear. You must first understand how debilitating fear is. Optimal performance never occurs when fear is present. The myth is that the adrenalin rush is what creates enhanced performance. In reality, fear distorts focus and therefore inhibits performance.

Your leadership responsibility is to first, manage your own fear. Know yourself. If you are deciding or choosing with fear influencing your decisions, you are going to make mistakes. During crisis, those mistakes may make the difference between surviving and thriving.

Taking time off, exercising, managing your breathing and other means of working against tension are critical. You must take responsibility for your own state of mind. As a leader, you must also take responsibility for the state of mind of others as well. Working frenetically will be counterproductive. Don’t enable or encourage long hours and lack of balance in others. You are working against the outcome you seek.

2.Managing confusion. If you do not know what to do, do not pretend you do. Too many crises are made worse by insecure leaders who don't know how to stay still until they are clear. Your first job is to become completely engaged with what is happening. Seek answers and knowledge of all aspects of the crisis.

A lack of engagement is often the cause of knee jerk responses. You don’t know enough, but you think you do. Others become confused and more frightened because you appear to be out of control. Slow down and get all the information you need to make good decisions. Encourage others to do so as well.

Most important in the challenge of leading by managing confusion is to know exactly what you stand for and know how to communicate it. If you are clear about your essence, and understand that your essence is your contribution, others will know what to expect. If you are decisive, nurturing, or tenacious for example, remain consistent in your behaviours and expectations around that quality. If you do so consciously and do not become distracted by the expectations of others, your stamp on the organization will be clear. Your organization will become more decisive, nurturing, or tenacious as a result. Do not compromise on who you are. Assume that core essential to your personality is exactly what is needed in this situation, and apply it relentlessly.

3.Managing arrogance. Be humble. Assume that there are forces beyond your control and your job is to respond with grace. There is a cycle to things and the cycle is absolutely going to go down. It will also go up. Be wise and know that the cycles are a way of correcting for our mistakes. We must struggle through them, knowing that they will pass.

Be flexible. Do not discount the decisions of others. They may be critical to your success, even if you believe them to be wrong. They often reflect the fears of those making them and you must understand those fears as symbolic representations of the state of your followers’ ability to execute. Find ways to integrate what they represent into your decision processes. If others want to focus on something you think is irrelevant, wake up and understand why they want to do so.

When you are leading, it is not just about what you want and the outcome you see. Be sure that you understand what others need and want. They may simply be looking for stability and security, where you are looking at a different measure of success. If you want their impulsion in your execution, incorporate their needs into your positioning.

As a leader, you must be very cautious of a mentality that focuses on winners and losers. If you are so busy making sure that your team looks good, no matter the impact on others within or outside of the organisation, you are abdicating a huge responsibility. Good leaders think in terms of the ecosystem. They make decisions based on the good of the whole, even when they must make sacrifices to do so. Anything less is irresponsible.