Writings

Endurance to Finish, Perseverance to Survive

We are in an unprecedented time of crisis and chaos in our professional lives. With any crisis and chaos comes uncertainty and fear. Our role as Everyday Leaders is to be empathetic to the needs and concern of our employees and to demonstrate compassion in their lives. We must understand that there are two factors impacting the lives of our employees and our customers: need for endurance and the need for perseverance.

Endurance is tolerating and surviving adverse conditions (physical, emotional or mental) that have been imposed by an outside force or authority; for instance, when serving a prison sentence. Or self-imposed, by committing oneself to completing a task or challenge the nature of which is somewhat known from the outset; finishing a marathon would be an example. We know where the finish line is and we can endure to cross that line. Endurance can be seen as a physical attribute.

Perseverance is the ability to keep moving towards a goal and overcoming setbacks, hurdles and disappointments that could not have been foreseen at the outset, or that prove to be more serious than anticipated. Perseverance means not giving up in the face of business reversals, health problems or physical barriers. Unlike endurance we may not know where the end (finish line) is. Perseverance can be seen as a mental attribute.

This is one of those times in life where we need to understand that our employees need both of these attributes. Our employees need perseverance to continually stay mentally focused on our customers while caring for their families, and endurance to withstand the demands of workloads.

The familiar diagram below demonstrates the mental state of all of us as we go through change. This pandemic crisis is most definitely a time of change. This may be an aid to help you facilitate conversations with your teams. Can you identify the stage we are in now? Keep in mind that you may be at a different point than others on your team.

Discussion Questions:

1. Where are you on the diagram of the emotions of change?
2. What do each of you need from leaders to help you endure (physical)?
3. What can we do to help you be resilient and persevere (mental)?
4. What are your greatest fears and concerns right now?
5. What do you believe is most important thing we need to be focused on right now?

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The Next Right Thing

Crisis management may seem complicated, especially when we overcomplicate it. At its foundation, even in the darkest hours, it isn’t.

We are faced today with information from every source that is contradictory, nebulous and potentially self-serving. This information is presented in confident and convictive ways. We have great fear that a misstep in this timing will doom the organization. The reality is that great Everyday Leadership is in the end, a matter of character and courage. Managing in crisis every day is like leadership on center stage, in full view of everyone, with seemingly colossal results. The reality is that the principles of Everyday Leadership are the same in the storm as they are in the calm. The core principle is simply “Just do the next right thing”.

Up until this moment, you may have felt that you have done the wrong thing or done the inadequate thing. Either way, it’s as simple as this: Whatever happened before, just do the next right thing. 

Granted, what’s simple in principle can be difficult in practice. But the enduring beauty of a simple principle, is that it doesn’t stop being right just because it’s hard to do.

There are two points to consider that may help this simple principle be easier to follow. The first is that we have to understand the damage of the NON-Decision.

General George Patton once said “A good solution applied with vigor now is better than a perfect solution applied ten minutes later.”

In this time of drastic change, conflicting data sources, and great pressure, we will never be able to wait for the perfect solution. Many times, we delay or not make a decision because of fear. We have all of the data we need but are afraid of making the wrong decision. This brings us to our second point, the need for courage.

I had a friend that told me every morning he wakes up, he says the same prayer, “Give me enough light to see the next step and enough courage to take it”. The most difficult part of making decisions isn’t figuring out the right answer; it’s having the courage to actually act on that knowledge. A true leader has the confidence to stand alone, the courage to make tough decisions and the compassion to listen.

It is hard for leaders to know precisely in what direction to go right now, and for how long. Followers, society and history will respect a leader who heads in a wrong direction while being open to correction. They will judge most harshly those who refuse correction due to obsessions with selfish and limited priorities. Be an EVERYDAY Leader and focus on the next right thing.

Discussion Questions:

1. What makes decision making hard right now?
2. If you are really struggling with a decision, what would you do?
3. What is the most important decision you are faced with right now and what do you think is the next right thing to do about it?