Leadership Competencies That Will Ensure Organizational Resilience

By Elaine Varelas

Sometimes it seems as if the economic forecast is so dire that we are willing to try anything-even calling upon our favorite childhood superheroes-to free us from this financial crisis. (Wonder twin powers activate: form of job creation and a surging stock market!) But, sadly, even superhero strength may not be able to pull us out of the current recession. The ability to leap tall buildings in a single bound or fly faster than a speeding bullet aren't exactly the qualities we need to help us endure the challenges ahead. But what are the qualities? What skills and characteristics should today's leaders possess to help ensure organizational resiliency?

The current economic climate is unprecedented for this generation of leaders. Some are even likening this recession to the Great Depression. It is yet to be determined if this downturn will rival the economic disaster that began in 1929 and gripped our nation for close to a decade, but what if it does? How can this generation of executives lead us through this economic upheaval when most of us have only read about the depression in history books?

One thing we have learned from history is that challenging times require a different type of leadership. There are specific core competencies that are required to ensure organizational resiliency through any kind of major change. And this economy is forcing change upon many organizations as cuts backs, layoffs, and restructuring are monopolizing the "to do" lists of CEOs everywhere. HR managers must understand what leadership skills are needed during turbulent times and make sure their company's leaders have what it takes to navigate through these changes. Here are the five core competencies HR managers should look for and help develop in their company's leaders:

Setting Direction - Any major change, such as a layoff, merger or acquisition, or loss of a client, may disrupt an organization's vision, goals, and strategies. Effective leaders must reset the company's direction to accommodate the change. Leaders should ask, "Where are we going now? Has our focus changed? What changes do we need to make to ensure future success?"

Aligning People - Leadership must make the organization's goals, objectives, and mission clear to employees, and ensure that the sense of purpose is articulated. Leadership will not be successful in achieving their goals if they don't first get support from employees. Often, employees will be happy to rally around a change if they feel like they are being included in the change process. Leaders should also clearly define employees' roles so that people know how they fit into the company going forward.

Motivating and inspiring employees - A shaky economy can cause employees to be on edge, especially if they have lost friends to a layoff or fear that their jobs may be next. This uncertainty can be a drain on morale and productivity. It is during these challenges that leaders should focus on relationships. Leaders who can engage employees and foster enthusiasm among people are essential to pulling organizations through tough times.

Communicating - One way to gain employees' trust and help keep them motivated during difficult times, is to promote transparency within the organization and create open lines of communication through regular dialogue. Change can be unsettling for people, but they will appreciate being kept informed about the company's status. When employees are sure that leadership will share news with them as it happens, they can take their focus off of deciphering office rumors, and put it back on their work. Leaders should consider instituting multiple forms of communication-both formal and informal-including staff meetings, town hall-style meetings, email blasts, informational coffees, and frequent walks around the office to answer employees' questions.

Managing Talent - During a downturn, leaders are often so focused on the staff they may need to let go, they neglect to consider those who will be staying. Leaders must engage their employees to ensure that they will remain loyal to the organization now, and that they will stay on when the economy rebounds. This is also an opportune time to scrutinize the organization's talent needs. Does the workforce complement the company's new vision, direction, and goals? Are the right people in place to make success happen? Contrary to what some might think, this is an excellent time to hire. There are many highly-talented people looking for work, and strategic hires may be just what an organization needs to recover.

The economic outlook is so bleak, even a superhero couldn't pull us out of this slump. Fortunately, it isn't superhero strength, but leadership strength that will ultimately lead our organizations out of the recession. HR managers need to foster these five core competencies in their leaders and encourage them to get out of survival mode and be proactive. Because leaders who prepare for change-not just react to it-will ensure their organizations remain resilient and will be poised for success regardless of economic conditions.

Elaine Varelas is Managing Partner of Business Development at Keystone Partners, a career management firm headquartered in Boston, and has over 20 years of career development and HR experience. She also serves on the board of directors for Career Partners International, the world's largest career management partnership. E-mail her at .