If there is one thing that is certain in business today, it is uncertainty. Market fluctuations, geopolitical events, and technological disruption are just a few ways in which uncertainty presents itself. Leaders must learn to navigate rather than control it.
Amy Parker, Program Director on UNC Executive Development’s Government and Defense Sector team, has more than 20 years of public and private sector leadership experience and is a Professional Certified Coach with the International Coaching Federation. She was a United States government civil servant from 2006 until 2021 and held progressively complex and impactful positions at the Departments of the Navy, Defense, and Veterans Affairs. Amy advises that during uncertain times, successful leaders should concentrate on what they can control: fostering a positive organizational culture. In this article, she shares the culture-shaping tips and techniques she learned during her tenure in the federal government.
Setting a Positive Tone
One of the most vital skills in leadership is the ability to set the tone for the rest of the organization. According to Amy, leaders must embody optimism while remaining grounded. This means recognizing challenges but choosing to approach them with a positive mindset.
“Optimism increases our ability to think creatively,” she explains. “I learned this when I began training to become a coach.”
Amy discovered how optimism, leadership, and creativity are linked when a training program she was managing faced challenges. “A team member came to me and said, ‘We are not going to make our delivery date for this training. Please explain to those affected why the training will be delayed.’ Instead, I responded by challenging the team to reshape their mindset: we were going to deliver on time. I remained optimistic that we would deliver the training in one form or another, optimistic that the team could be creative. The team responded positively to this approach.”
The team proved that when leadership is shown to care for them as individuals, for them personally, that they will return the sentiment.”
Program Director, Government and Defense Sector, UNC Executive Development
Prioritizing Employee Well-Being During Tough Times
Amy encourages leaders to prioritize employee well-being, especially during high-pressure situations. “Leaders need to care,” she says. It is crucial that leaders are attentive to others’ needs, especially when team members may be hesitant to express personal challenges.
“One of the best examples of this was during COVID,” Amy explains. “An individual was so dedicated to helping her team finish an IT project that she was willing to start work at 5:00 a.m. while her family slept in. When her team lead told her that the timekeeping system would not ‘allow’ such an early start time, we reconnected to the goal of caring for people over systems or processes. In addition to correcting the timekeeping system issue, we made sure that she was not committing to overwork, that she took time to focus on her family and didn’t overextend herself. We did not want overwork to become the norm and exhaust the team.”
Despite the unpredictability of the pandemic years, Amy’s dedication to her team’s well-being yielded positive results: her team maintained a steady commitment to their core values and to supporting one another. “The team proved that when leadership is shown to care for them as individuals, for them personally, that they will return the sentiment.”
The Role of Fun
While serious challenges are part of any leader’s journey, Amy reminds us that having fun is equally important in cultivating organizational culture. She reflects on how hosting regular potlucks and other team gatherings helps to foster camaraderie and strengthen relationships.
“As a former chef and restaurateur, I know the power of hospitality from a professional perspective,” she says. “People can be put at ease by sharing a meal and time relaxing, [and] the team had already shown that they valued sharing meals together. So, I offered to host a summer afternoon barbecue.”
Another leadership lesson Amy learned was that extending hospitality can help break down barriers.
“A couple of the team members weren’t getting along at that time. But being in a neutral environment away from the project they were working on made it possible for them to drop their guard with one another. Later, the whole team shared their appreciation for having a space away from the office to interact.”
Amy’s experience serves as a poignant reminder that moments of levity are essential for relieving stress and building stronger teams. Incorporating fun into the workplace does not have to be elaborate; small acts of hospitality and creativity can go a long way in transforming workplace culture.
Focus on the Controllables
Ultimately, the essence of Amy’s approach lies in recognizing and acting upon what leaders can control. While external factors will always pose challenges, leaders have the power to shape their organizational culture through their behaviors and decisions. By embodying optimism, prioritizing employee well-being, and integrating fun into the workplace, leaders can create a culture where teams feel valued and engaged. As we navigate a world marked by uncertainty, leaders who focus on these elements will not only foster a resilient organizational culture but also inspire their teams to thrive. Embrace the controllables and watch your organization flourish.
