Many industries are experiencing difficult market conditions, and their leaders are being challenged to operate at optimal capacity. During such times, leaders often panic, especially because, more and more, their performances are scrutinised and evaluated in terms of short-term targets rather than long-term goals. They end up adopting a survivalist mindset, one that prompts some to start looking after their own interests instead of prioritising the needs of the organisations they lead. We are seeing the cost of this behaviour today in terms of how some of our biggest institutions are run. These days no one is surprised to hear of leaders wasting limited institutional resources for their own personal gain. There must be other ways leaders can respond in times of pressure. I am a big advocate for going back to basics and choosing to lead from your strengths, instead of your fears. After all, the way to add most value to an organisation is to serve it from the very strengths that emer...
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