When All Else Fails, Lead With The Basics

Remember Who You Are When Leading Through Difficulty

Photo by Weichao Deng on Unsplash

Remember the saying, “When all else fails, read the instructions?”

I do, and the first time I remember seeing it was in elementary school, maybe as early as the third grade. However, what it meant to me then and what it means to me now are two completely different things. Context matters here, and I will explain why in a moment. Even though the phrase sounds foundational, it’s quite profound, and here’s why: directions and instructions are not one-dimensional. They can originate from many different sources, or directions- no pun intended. This includes your inner self. When that happens, what do you do?

Go back to the basics.

For those in leadership roles with significant responsibility, which typically involves leading people, there will inevitably be many challenging times. That’s unavoidable. If there aren’t such times, it’s probably not a role of substantial responsibility. For some individuals, challenges may arise daily, while for others, they might be less frequent yet have a more significant impact when they do occur. The influence of one’s perspective is also important. Some who encounter difficulties see them as temporary, while others may perceive them as indefinite or ongoing. Your personal perspective matters.

Outlook and perspective aside, leadership- especially of people- is not meant to be easy. It is complex and nuanced. It does not look the same in every instance and shifts based on circumstances and dynamics, many of which lie well outside the control of all involved. However, what remains constant in leadership, at its core, is the leader. The leader possesses an authentic self from which to navigate. Tools and skills notwithstanding, their leadership DNA is the bedrock of each challenge.

I recently coached a young executive who feared their time in a coveted role was coming to an undesirable end. They felt they would be moved from the position against their will. In that role, they faced significant business challenges, and the decision-makers above them fostered an environment of uncertainty and chaos. Essentially, they worked for ineffective leaders. For various reasons, these poor leaders, who consistently made bad decisions, had impacted the young executive’s ability to execute their mission and lead their team. The young executive began seeking new opportunities but ultimately concluded that, regardless of how difficult it had been and how incompetent their superiors were, they would stay put until told otherwise and return to the basics.

What were those basics? Simple: it’s what mattered most to the executive. Their people. “I’m just going to focus on my people and let the chips fall where they may. That’s what’s going to get me through this period, and whatever happens from there I’ll accept.” There’s no perfect playbook for leading. Anyone who tells you there is not being very truthful. There are tips, tactics, best practices, and, of course, endless books on the topic, but at the end of the day, the playbook is what you make of it. And it likely starts with your inner self — your grounding — your “why.” In other words, why are you where you are? Only you can answer that question.

Your purpose in leadership may differ from others, and that’s perfectly fine. In fact, it’s fantastic because if your purpose in leadership were the same as everyone else’s, there would be no variation in the thought leadership necessary for organizations and teams to think critically, break things, and improve them. In the Navy, we call that “getting real and getting better.” Only you can look through the window and see what you see, and that’s what makes you unique. There’s truth to Marshall Goldsmith’s adage, “What got you here won’t get you there.” But what brought you to where you are, fundamentally, is what makes you special in your own unique way. That’s your authenticity.

So what can you do when you find yourself in a circumstance where you’re questioning your effectiveness, or worse, when it’s being questioned of you? Go back to the basics. Read the instructions. Follow the directions. And most importantly, listen to your inner self. There’s nothing wrong with pausing for reflection. Take some time to evaluate all the perspectives. Seek feedback. Call a mentor and get a coach. Remember what got you where you are, and take inventory of the unique ways in which you and your teams navigated difficult challenges.

You may be surprised at the number of character attributes you exemplified along the way. Listen to yourself and follow your instincts to get back to the basics of what makes you great, and then accelerate your growth through learning. You’ll be amazed at the outcomes.