Volatile situations tend to exacerbate this reaction. This industry attracts leaders who have a strong action bias. Give yourself time to consider everything. It’s ok to say, “I need a minute before I can come back to you on this.” People will respect your honest response and be relieved they don’t have to confront an explosion.Ĥ.Don’t make impulsive decisions. Or, buy yourself some time by responding in a measured way to delay. Listen, pause, think, and count before you say a word. The old method of counting to 10 may feel like something from your childhood, but it works. Force yourself to take a deep breath before you respond. A time-proven trick to tamp down the instinct to explode is to pause before you react. The relentless pace in the financial industry, and the flurry of bad news, conflicting information, and pressure for results, can push the buttons of almost any leader. If you feel angry, upset or confused, wait before reacting (count to 10!). This will help you make better decisions and reinforce for your team that you are seeking all input and ideas.ģ. Make sure you have all available information in the moment to make that call or delay the decision to gather more information.
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Talk to all of those involved.Ĭheck multiple sources to fill in the facts and hear multiple sides of the issue. While the volatility and fast pace of market conditions seem to call for quick action, now is not the time to default to snap judgements based on a single piece of information, or half the story. Gather all available information before you make a judgment or solidify your view of a situation. Worst case scenario – pick up the phone.Ģ. Use email strategically to inform and share. If your office has gone virtual, get on video for those check-ins, and use the technology to chat and connect virtually. Listen carefully and take note of what you learn. Increase your check-ins-one-on-one with your reports and together with your teams-to ask how things are going, what they are learning, and what they think could be coming up and needs to be addressed. This is not the time to hunker down or be invisible. Back this up by being visible and accessible. Assure people you want to hear the news, good or bad, and create a safe, welcoming environment.Ĭommunicate clearly to the organization that you want to hear from them, whatever they have to say. Here are six strategies to help you, and others, tap into a calmer place, so that you can ensure business continuity, service to your clients and strong operational discipline while you weather the COVID-19 storm.ġ. The sheer volume of work alone will create a fear of chaos, and as you deal with stressed out people, you’ll feel it yourself.
#Keep your composure how to
How to Be Calm When You Are Feeling Stress YourselfĪs the markets continue their roller coaster, the economy deteriorates, and people become more anxious, you have front line employees and back offices that will be even more overwhelmed with activity. Composure helps people make a bad situation better, instilling in them a positive, can-do spirit. Your teams are working right now on the bleeding edge of extreme uncertainty in the markets, dealing with worried investors, handling unanticipated, difficult requests. You are helping others do their best work. Your composure enables you to communicate to your teams in a clear, timely way, provide direction, and enable them to move more quickly to address issues. This requires focused, clear communication. In the emergency room this leader is calling out the steps to saving a life. Think of the emergency room physician whose team needs to save a heart attack patient. This will provide you with real-time information that is critical to decision making.Ĭomposure is related to restraint – and it’s also the ability to communicate in a way that keeps people focused and on task. Create a calm environment so they feel safe talking with you. You stand out when you’re the one people turn to for help.
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When you create a sea of calm, people feel comfortable coming to you, sharing their challenges, and even bringing you bad news.Īmid crisis and uncertainty, you need real-time information so you can problem-solve. Some of us are naturally calm, but all of us can develop a reasonable demeanor. When you exhibit restraint, people experience you as calm, deliberate and not managed by your emotions. Yet you may wonder, why shouldn’t I express emotions if they are real? Every corner of the financial services industry is being buffeted by volatility and uncertainty. Yet right now more than ever, we must lead in a way that helps people stay focused, calm and productive. Anxiety, concern and frenetic energy can bring out the worst in the best of us.