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Here’s Why Turbulence Is an Opportunity, Not a Threat

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When you look at leaders like Winston Churchill, Abraham Lincoln, Boris Yeltsin, and Rudy Giuliani, the common thread connecting them is that they led with a cool and calm demeanor and overcame turbulent times. Winston Churchill was a wartime hero who led his country to victory during the Second World War. Abraham Lincoln was the President at a crucial time in American history, when he had to work for the unity of the country, and also against slavery at the same time. Boris Yeltsin handled an army coup successfully by facing it head-on. Rudy Giuliani, as the Mayor of New York, handled the aftermath of the 9/11 attacks. These leaders remained calm during the crisis and set an example for others to follow. They were cool, composed, and charismatic in their leadership.

Tough times never last, but tough people do

Robert H. Schuller once remarked, “Tough times never last, but tough people do.” Rudolph W. Giuliani was the Mayor of New York from 1994 to 2002. He displayed his amazing leadership skills during September 11, 2001, terrorist attack on New York. At that time his popularity was on the wane and it was believed that he would fade away into obscurity. 

But the terrorist attacks on the twin towers of the World Trade Centre brought his inner strength, potential, and character to the fore. Through his calm leadership, he brought remarkable strength and stability to New York when the city was clouded with uncertainty. He faced the crisis squarely, without losing his calm, led from the front, and consoled and reassured the public by building confidence in them. 

He said, “It is in times of crisis that good leaders emerge.” Giuliani outlines six skills to excel as a great leader. These are—having strong beliefs, being an optimist, being courageous, preparing relentlessly, emphasizing teamwork, and communicating clearly. 

Leaders must be prepared to face any crisis that may occur, whether in the shape of a terrorist attack, natural calamity, negligence within the system, or industrial accidents. Failure to control the crisis quickly may damage the organization’s credibility and goodwill. Whenever you are confronted with a crisis, be a part of the solution, not the problem. 

Of course, this is always very hard to remember in the heat of the moment! Michael Caine said, “Be like a duck. Calm on the surface, but always paddling like the dickens underneath.” Hence, when hit with a crisis, take a deep breath, look at the problem in detail, focus on the big picture, search for alternate solutions, shortlist the best one, and implement and execute effectively. Do remember that all actions may not deliver the desired outcomes. Be prepared for failures.

When you act calmly, you will find a solution to your problems. At the same time, prepare not just Plan A and Plan B, but also Plan C, and so on, to manage the uncertainty. Indeed, some leaders deliver well during stress and crisis as adversity brings out the best in them. When stress delivers positive results it is known as eustress. 

The importance of remaining calm in times of crisis

Leaders must control their emotions of anger and frustration and remain calm under pressure. They need to be seen as problem solvers in times of crisis rather than people who just complain. Staying calm during a storm will help you to come out with flying colors. The present global business environment demands not only soft leaders but also hard ones. When times are good anyone can be at the helm. When the sailing is rough, the real leaders and CEOs come to the forefront to sail the ship successfully to the shore. 

Abraham Lincoln is an apt example of a leader who led America during the turbulent times. When America had two challenges of slavery and the Civil War, Lincoln demonstrated his leadership acumen by managing all stakeholders including his political rivals effectively to abolish slavery and ensure the unity of America. It is for this reason that many leaders look up to Lincoln whenever they encounter leadership challenges irrespective of their political ideologies and countries.

A book on Abraham Lincoln, Team of Rivals: The Political Genius of Abraham Lincoln by Doris Kearns Goodwin, describes how Lincoln related to people. The book describes how he brought into his cabinet people who were opposed to him, including three opponents for the Republican nomination, who, for the most part, thought Lincoln was a country bumpkin. However, within eight months to a year, he succeeded in getting these people to look up to him. 

His rivals were turned into allies because he had the confidence and wisdom to collaborate with the best people. It’s an inspiring story. Combining the perspectives of people from different backgrounds and with different viewpoints and expectations can be a source of advantage in the marketplace. Many American Presidents look up to Abraham Lincoln whenever they encounter political challenges although two more American Presidents are also equally eminent to lead in turbulent times—George Washington and Franklin Delano Roosevelt. 

Lincoln was a committed and dedicated leader who learned bitter lessons throughout his life mostly from his successive failures before he occupied the office as the first Republican, and the 16th President of America. Hence, CEOs must take a leaf from Lincoln’s leadership.

Be Bold to Lead in Turbulent Times

The real leaders emerge during a storm. And real leadership skills emerge during a crisis. The leaders who fail to rise to the occasion during a crisis will never succeed as leaders. Turbulence is not a threat but an opportunity to test yourself and help others to make a difference through performance. Kelly Corrigan rightly remarked, “Turbulence is the only way to get altitude – to get a lift. Without turbulence, the sky is just a big blue hole. Without turbulence, you sink.” 

Every challenge is an opportunity for growth. When you encounter a challenge the best within you will come out and you perform well. You get great satisfaction when you come out of the challenges. Tough times call for tough and quick decisions. Hence, CEOs must be well prepared to face tough times to ensure organizational stability and effectiveness.

Professor M.S. Rao, Ph. D., is a 21st-century Philosopher and the Father of “Soft Leadership.” He is an International Leadership Guru and the Founder of MSR Leadership Consultants, India. He has forty-four years of diversified experience, including military, and is the author of fifty-four books, including the award-winning See the Light in You.

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Success Advice

Why One-Size-Fits-All Leadership Will Always Fail (and What Works Instead)

The surprising truth about leadership styles that can make or break your team’s success.

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Why one-size-fits-all leadership doesn’t work
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Leadership has always been as much about people as it is about performance. Ken Blanchard, in his influential book, “The One Minute Manager”, put it simply: different strokes for different folks. (more…)

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Success Advice

What Every New CEO Must Do in Their First 100 Days (or Risk Failure)

Your first 100 days as CEO could define your entire legacy, here’s how to make every move count

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leadership tips for new CEO
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When Tim Cook took over from Steve Jobs at Apple, the world watched with bated breath. Jobs wasn’t just a CEO; he was a visionary, an icon, and a legend of innovative leadership. (more…)

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Entrepreneurs

The Leadership Shift Every Company Needs in 2025

Struggling to keep your team engaged? Here’s how leaders can turn frustrated employees into loyal advocates.

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Bridging the gap between employees and employers
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In workplaces around the world, there’s a growing gap between employers and employees and between superiors and their teams. It’s a common refrain: “People don’t leave companies, they leave bad bosses.”

While there are, of course, cases where management could do better, this isn’t just a “bad boss” problem. The relationship between leaders and employees is complex. Instead of assigning blame, we should explore practical solutions to build stronger, healthier workplaces where everyone thrives.

Why This Gap Exists

Every workplace needs someone to guide, supervise, and provide feedback. That’s essential for productivity and performance. But because there are usually far more employees than managers, dissatisfaction, fair or not, spreads quickly.

What if, instead of focusing on blame, we focused on building trust, empathy, and communication? This is where modern leadership and human-centered management can make a difference.

Tools and Techniques to Bridge the Gap

Here are proven strategies leaders and employees can use to foster stronger relationships and create a workplace where people actually want to stay.

1. Practice Mutual Empathy

Both managers and employees need to recognize they are ultimately on the same team. Leaders have to balance people and performance, and often face intense pressure to hit targets. Employees who understand this reality are more likely to cooperate and problem-solve collaboratively.

2. Maintain Professional Boundaries

Superiors should separate personal issues from professional decision-making. Consistency, fairness, and integrity build trust, and trust is the foundation of a motivated team.

3. Follow the Golden Rule

Treat people how you would like to be treated. This simple principle encourages compassion and respect, two qualities every effective leader must demonstrate.

4. Avoid Micromanagement

Micromanaging stifles creativity and damages morale. Great leaders see themselves as partners, not just bosses, and treat their teams as collaborators working toward a shared goal.

5. Empower Employees to Grow

Empowerment means giving employees responsibility that matches their capacity, and then trusting them to deliver. Encourage them to take calculated risks, learn from mistakes, and problem-solve independently. If something goes wrong, turn it into a learning opportunity, not a reprimand.

6. Communicate in All Directions

Communication shouldn’t just be top-down. Invite feedback, create open channels for suggestions, and genuinely listen to what your people have to say. Healthy upward communication closes gaps before they become conflicts.

7. Overcome Insecurities

Many leaders secretly fear being outshone by younger, more tech-savvy employees. Instead of resisting, embrace the chance to learn from them. Humility earns respect and helps the team innovate faster.

8. Invest in Coaching and Mentorship

True leaders grow other leaders. Provide mentorship, career guidance, and stretch opportunities so employees can develop new skills. Leadership is learned through experience, but guided experience is even more powerful.

9. Eliminate Favoritism

Avoid cliques and office politics. Decisions should be based on facts and fairness, not gossip. Objective, transparent decision-making builds credibility.

10. Recognize Efforts Promptly

Recognition often matters more than rewards. Publicly appreciate employees’ contributions and do so consistently and fairly. A timely “thank you” can be more motivating than a quarterly bonus.

11. Conduct Thoughtful Exit Interviews

When employees leave, treat it as an opportunity to learn. Keep interviews confidential and use the insights to improve management practices and culture.

12. Provide Leadership Development

Train managers to lead, not just supervise. Leadership development programs help shift mindsets from “command and control” to “coach and empower.” This transformation has a direct impact on morale and retention.

13. Adopt Soft Leadership Principles

Today’s workforce, largely millennials and Gen Z, value collaboration over hierarchy. Soft leadership focuses on partnership, mutual respect, and shared purpose, rather than rigid top-down control.

The Bigger Picture: HR’s Role

Mercer’s global research highlights five key priorities for organizations:

  • Build diverse talent pipelines

  • Embrace flexible work models

  • Design compelling career paths

  • Simplify HR processes

  • Redefine the value HR brings

The challenge? Employers and employees often view these priorities differently. Bridging that perception gap is just as important as bridging the relational gap between leaders and staff.

Treat Employees Like Associates, Not Just Staff

When you treat employees like partners, they bring their best selves to work. HR leaders must develop strategies to keep talent engaged, empowered, and prepared for the future.

Organizational success starts with people, always. Build the relationship with your team first, and the results will follow.

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Entrepreneurs

What Makes an Entrepreneurial Leader? Traits of the World’s Best Innovators

Inside the mindset of entrepreneurial leaders who transform risk, passion, and vision into world-changing results.

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entrepreneurial leadership skills and traits
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