(and a two-step process to get you out of the suck hole)
I feel for you and your teams these days. Between the ever-present domestic economic and world geopolitical uncertainty, the scarcity of good capital, and the tight labor market making it hard to attract and retain great talent, it’s a tough business landscape right now. Add to it the necessary but increasing pressure from investors, regulators and the public around sustainability, ethical supply chain practices, DEI, and the need to modernize operations, leverage AI, and meet evolving customer expectations, there’s simply a ton being thrown at you when you’re already pinched to do more with less.
So many of you are fighting the good fight — doing the things that only you can do for your companies — driving revenue, navigating the search for capital and doing your level best to keep the brand ethos in the hearts of your team members. Lately, I’ve seen that even the best and strongest of you are finding it difficult to balance time inside the four walls, nurturing your people, with the need to be out investor-relating and drumming up high impact opportunities to move the needle. As stoic, dedicated and understanding as your teams try to be, there’s still a fundamental need for connection to the brand, on-going learning and a sense of community in the workplace. When we’re running past each other, hoping that everyone’s okay, we inadvertently create a low bar for what it means to be part of an organization, the value of the interdependence of team members, strategic decision making, and the validity of the company’s operating principles. This often leads to silos, resentment, burnout (particularly of experienced more recent additions who may not be as steeped in the culture) and a sense of loss from legacy team members who remember sunnier times. I’m reminded of the apprehension and ambivalence my partners and I felt when doing our best to navigate similar headwinds in full expansion mode at the shaky start of the 2000s.
Every so often, when I’m feeling a little lost or lonely, I’ll remember to remember a time when I wanted what I have now. This little mind trick serves three purposes: it gets me back into gratitude and creates a little distance from my pressures. It takes me back to simplicity and shows me how I can bring that simplicity into the present moment. Lastly, it reminds me of what it felt like to be me back then, which is probably a little bit like how it feels to be my team (or my kids) right now. And that gives me greater compassion and empathy, slowing me down long enough to ask myself this question: “what’s the very best thing I can do right now for the greatest good?” And then I wait for the answer and it’s always worth waiting for: “go for a walk outside”, “call a huddle and tell them something good”, “lead an acknowledgment circle”, “order some pizza”, “send a thank you (or flowers)”, “just do it”, “go work out”, “apologize”, “play hooky”, ”stop feeling sorry for yourself”, “call someone and have a laugh”.
None of this will solve Ukraine-related supply chain issues, the Middle East conflict, interest rates, inflation, or your capital crunch, but it will likely help you feel a little more connected to your purpose and your people, un-hunch your shoulders and take a deeper breath.