Often the start of a new year is a time that presents new pressures for leaders to get off to a “fast start” and meet growing expectations for the year. But what if some members of your team are still feeling stuck and uncertain? Watch Bobbie LaPorte’s February 6 “Calling the Game” video for some ideas on how to set optimistic but realistic expectations—and get everyone moving forward toward the same goals together.
Drilling Down on Measured Optimism: Strategies for Leading Through Uncertainty
Hi, this is Bobbie LaPorte, back with another week of “Calling the Game,” where I share my own experience and insights while giving you valuable tools you can use to call your own game…and plan the best moves for you and your team.
A few weeks ago, the subject of my vlog was about having what I call “measured optimism” going into the new year. If you missed it, you can check it out on my website in the December 18th post.
What did I mean by “measured optimism”? I shared this in the context of several year-end surveys on employee engagement that showed all-time low levels of hope and optimism coupled with all-time high levels of stress. Not a formula for mentally healthy, happy, and engaged employees.
So my guidance then and now was this: it’s a mistake to assume that your team returned from the holidays completely refreshed and prepared for the new year. You need to be optimistic in a realistic way – acknowledging all that has been accomplished during the past year, sharing your view of the possibilities for them and the business, and generally maintaining a positive, authentically aspirational tone.
But there can also be a consequence of this that many leaders may not be thinking of. The kick-off of a new year usually presents new pressures for leaders to meet growing expectations for the year, perhaps make up for missed goals in 2023, and get off to a fast start.
And this is at a time when many members of your team have not yet turned the corner: they may still be feeling stuck, unengaged, possibly distrustful of management, and wondering if their efforts really matter after all.
There is a delicate balance to strike here between being optimistic and aspirational while also realizing that many people just aren’t there yet.
Everyone’s situation is different – for example, is your team new to you; did you have a reorg of RIF at the end of 2024; is your company doing well or not?
I can’t provide specific actions for your situation, but I do have some general guidance to help manage this challenging issue that nearly all leaders are facing.
- Be sure you are setting clear expectations for your team, including general direction and goals for at least the first half of the year. This may sound pretty basic, but in my experience, many leaders still do not provide this directional guidance. Everyone wants to know where they are headed and to feel that their efforts are contributing to a bigger mission.
- Set clear near-term goals and milestones to “show them the way.” Many people are still in cognitive overload mode from all that happened in 2023. Don’t underestimate how paralyzing that can be. These near-term goals can represent a sense of predictability and certainty for them in an increasingly uncertain world
- Be sure to acknowledge success and movement towards the larger goals – no matter how small. Help them see what “success” looks like. Remember: small wins create the momentum for larger wins to take place
And finally, as one of my clients said this week: “This is a time when we all need to be kind to each other.”
OK, that’s it for this week’s “Calling the Game.” Hope this helps you gear up for a great week and navigate any curveballs that may come your way!