Leading Effectively e-Newsletter - January 2002 Issue

Leading in Difficult Times

The job of leading is never simple, but it is certainly a lot easier if the economy is good, budgets are big, and employees are motivated and well-paid. Now, with a US recession in full swing and thousands of employees being laid off, many managers are facing the most difficult leadership challenges of their careers. This issue of the CCL e-newsletter focuses on developing the personal and interpersonal qualities that become a leader's foundation during difficult times.

Leadership: A Balancing Act
The art of leading others often feels like an impossible balancing act. But when the risks are high and the decisions are tough, leaders face more pressure than ever to strike just the right chord with employees, colleagues and other stakeholders. CCL's Kerry Bunker helps leaders find the right balance in times of change and challenge. Rate how management at your organization exhibits leadership during times of transition. Setting the Tone: Rate How Your Company Handles Transition.

Leading Transitions: Canadian Agency Builds Cadre Of Change Leaders
What began as program to help managers deal with a major downsizing became an ongoing initiative to develop a top-notch cadre of change leaders in the Canadian government. Find out how the Canadian Centre for Management Development is helping Canada gain leaders as it reshapes the public service sector.

Self-awareness: Taking Stock in a Changing World
In today's environment - characterized by unpredictability, high risk and complex interpersonal dynamics - how you respond to change can make or break your career. By gaining awareness about your personal reactions to change and transition, you will be better able to set your course . or at least weather the storms.

Leading In Times of Painful Change
Making difficult decisions is all in a day's work for most managers. But making job cuts - whether through cutbacks, mergers, restructuring or shutting down altogether - takes the challenge of leadership to another, highly personal, level. To effectively manage in such times, leaders need to have the emotional competence to handle painful change.