CIO — "ARE YOU TOUGH ENOUGH TO DO THIS JOB?" I got the best job of my career with my answer to that question. But more about that later. I’m sure you’ve heard the saying, When the going gets tough, the tough get going. It certainly seems to be a mantra suitable for today’s business environment. These are times when tough is not only advisable but imperative.
How do leaders muster the courage to do the tough things? How do you know when tough is good and when it isn’t? What do you do to keep your sense of balance during these periods? Over the years I’ve learned some lessons that may help you.
What Is Tough?
Whether making tough decisions, implementing tough actions or giving tough feedback, there is one overriding rule: Act tough, but don’t be tough. Don’t be personally hardened by the need for difficult actions. Always keep in mind that people’s lives are affected by your decision and by how you communicate and implement it. As Gen. Dwight D. Eisenhower said, "You do not lead by hitting people over the head; that’s assault, not leadership."
Firing someone is probably number one on everyone’s list of tough things to do, followed closely by giving a negative performance review. Significant changes in business conditions also call for difficult decisions and the painful implementation of them. For example, shutting down a business, factory, project or product with the attendant layoffs is common headline material today. Cutting costs at any level requires decisions and actions that seem onerous at the time. But leaders must be able to execute all of the above skillfully, not only for the sake of the individual but for the survival of the enterprise. The need for tough actions cannot be wished away or waited out. The longer you take, the worse it gets?for everyone.
There are many reasons we tend to try to avoid the tough actions. Most of these actions involve conflict, for instance, and conflict generally feels negative. Sometimes there is an implied criticism of a person or of previous decisions. Tough decisions almost always involve aggressive, rock-the-boat kinds of actions and take a great deal of personal courage. We like to be liked, and being tough gets in the way, at least in the short run. But whatever our particular reasons, none can be justified if you take the proprietor’s view. This is your company, no matter where in the hierarchy you sit. As proprietor, you must exhibit great strength of commitment and willingness to take personal risk.
