As the economy continues to fluctuate in a way that perpetuates fear, the job of motivating staff and volunteers becomes even more complicated for association executives. Joe Takash, author of the recently released “Results Through Relationships: Building Trust, Performance and Profit Through People,” suggests that encouragement, optimism and honest communication from the chief executive are essential during trying times.

As Takash points out, it is always a prudent investment to help people perform at a higher level. Takash suggests that taking the following four steps can help tremendously:

1. Practice emotional control. Takash cautions leaders to watch out for the inner and oftentimes impersonal autopilot that kicks in when times are tough. He suggests counteracting the autopilot syndrome by connecting with others in a respectful, timely and competent manner. Takash also suggests that executives should demonstrate compassion and understanding while maintaining clinical objectivity.

2. Provide frequent updates. Takash believes many executives create unnecessary stress and resentment by not sharing what’s going on with the organization. Takash suggests that a great way to keep teams and individuals informed is to designate time on your calendar to share your knowledge. Takash says these updates should be initiated by you, the leader, and should involve honest disclosures of what you do know and what you don’t know.

3. Become an exceptional listener. Takash points out that getting people to perform in tough times requires understanding and that requires listening. His checklist for listening includes encouraging others to talk, clarifying for certainty when they speak, and eliminating distractions. According to Takash, if you listen at a deeper level, you’ll create more committed and confident performers.

4. Lead with (realistic) optimism. Leading during turbulent times, says Takash, can bring home the sobering reality of negativity, anxiety and stress. Because bad attitudes and the behaviors that go with them are contagious, Takash suggests that leaders need to paint pictures that are reflective of the truth, but they must also speak about the possibilities and opportunities that might be buried in the challenges the organization faces.

That point has certainly been driven home by the many hospitality industry professionals who are facing a decline in their corporate meetings business as a result of the problems in the financial sector. Many association executives may soon find the relative value of their meetings increasingly important not only for their members (who need the information and professional networking that associations provide even more when times are tough) but also for the hotels and convention bureaus who are looking for group business to replace that lost from the corporate sector.

To order Joe Takash’s book, “Results Through Relationships: Building Trust, Performance and Profit Through People,” visit the online bookstore at www.AssociationNews.com. For more information on Takash and the consulting services he provides, visit www.joetakash.com.

Tim Schneider
Schneider Publishing Company