8 minute read
LEADERSHIP Susan Marshall
Lonely at the top
An unspoken challenge of leadership
WHILE EVERYONE ACKNOWLEDGES that the past seven months have been extraordinarily challenging for leaders at all levels due to the COVID-19 disruption, it is but the latest demand in a long line of what they are called upon to manage.
Our expectations of leaders are high, sometimes unreasonably so. We expect leaders to have a command of the facts. All the facts. As we see them. We expect leaders to be wise, compassionate and forthright. We expect them to hear others out and symbolically beat their chests in humble confession when they unwittingly offend a constituent, employee, supply chain partner or stakeholder.
In short, we often expect leaders to be perfect while the definition of perfection changes with the times and sometimes with the prevailing social winds. When they mess up, we make them targets of derision and sometimes outright boycotts.
Full disclosure: I have a lot of friends in leadership positions. I hear a lot of stories. If we talk long enough to burn off the chaff of everyday irrita-
tions and the ongoing pressures of leadership, we get to the heart of what they struggle with most.
It’s not judgment, though that is a tough thing to deal with. Leaders are often evaluated by people who have limited information, scant experience, and a distorted view of the realities of keeping a business viable under duress.
It’s not financial pressure, though that too is tough. Looking at declining revenues and shrinking margins and knowing how downward cycles impact employees and the families they support is heart-wrenching for many. Cutting staff, furloughing workers, and asking others to step up in ways they are not accustomed to and may not be well prepared for cause far more sleepless nights than they typically admit.
It’s not even the stereotypical depiction of business leaders as evil and greedy that disappoints most.
What is hardest to deal with is the isolation that comes with leadership.
Human beings are wired to be connected. Even the shyest introvert has a friend with whom to share secrets. Secret thoughts. Secret desires. Secret pains. Secret rebellions. Leaders often feel they cannot share confidentialities of any sort. Many believe they need to be extra-human, immune to the emotional barbs that come from living life, rising above it all to lead to a more positive future. Some are especially guarded against their own feelings or presumptions. After all, they are told that their biases are systemically evil, no matter their origin. Ultimately, some leaders feel they are called to be a-human in the sense that their personal experiences should not color their evaluations, decisions or actions.
Many are exhausted.
The coronavirus has created a surge in mental health challenges, spiking numbers in depression, anxiety and even thoughts of suicide. A study conducted by the Centers for Disease Control’s National Center for Health Statistics in late June found that 41% of respondents reported at least one adverse mental or behavioral health condition, including symptoms of anxiety disorder or depressive disorder (31%), symptoms of a trauma- and stressor-related disorder (TSRD) related to the pandemic (26%), and having started or increased substance use to cope with stress or emotions related to COVID-19 (13%).
The percentage of respondents who reported having seriously considered suicide in the 30 days before completing the survey (11%) was significantly higher among respondents aged 18–24 years (26%), minority racial/ethnic groups (Hispanic respondents, 19%), (non-Hispanic black respondents, 15%), self-reported unpaid caregivers for adults (31%), and essential workers (22%).
Many of these are employees of our companies. Some are leaders themselves. But leaders are expected to effectively manage these burgeoning pressures in addition to maintaining profitable operations.
There are some who see information like this and shrug it off with, “Well, that’s why they get paid the big bucks.” True enough, but we know that money doesn’t heal these types of wounds. And being a target of derision because of an advanced income drives some into deeper isolation and pain.
I have a simple request: Please clear your mind of hierarchical assumptions to see your colleagues and leaders as fellow human beings. Be patient. Practice compassion. Step up where you can. n
SUSAN MARSHALL
Susan Marshall is an author, speaker and the founder of Backbone Institute LLC. For more information, visit backboneinstitutecom.
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COMMERCIAL REAL ESTATE
VJS names Katie Kawczynski as a Partner, Director of Architecture. VJS Construction Services, Inc. expands the leadership team and Board of Directors, naming Katie Kawczynski, AIA, as a Partner and Director of Architecture, representing the fifth non-family member to be named as a partner. As a licensed architect, Katie Kawczynski leads the team for VJS’ design-build services. She will augment the firm’s current leadership to increase market share, expand geographically, and lead strategic initiatives. Katie has spent the last six years of her career dedicated to helping VJS grow and expand strategically by creating innovative solutions for clients.
COMMERCIAL REAL ESTATE
NAI Greywolf welcomes Dawn Davis as a Commercial Real Estate Advisor to our growing team. Her previous real estate portfolio includes Senior Housing, Skilled Nursing, Medical Office and Multifamily. In addition to her role as a commercial real estate advisor, Dawn has 10 years of business development prowess, 25 years of marketing experience and over 22 years of industry knowledge in the assisted living industry. “As we look to expand our brokerage firm, we are very excited to add Dawn to our team of commercial real estate professionals at NAI Greywolf.” said Wally Sauthoff, Managing Director of NAI Greywolf.
DISTRIBUTION
Associated Bag welcomes Michael Palecek as IT Manager. Associated Bag is pleased to welcome Michael Palecek as Information Technology Manager. Michael will be bringing his collaborative management style and over a decade of ERP and CRM implementation experience to the packaging products distributor.
NONPROFIT
PEAK Initiative names new Director of Finance & Operations. PEAK Initiative is pleased to welcome Jason Beard as Director of Finance & Operations. Jason is committed to ensuring that PEAK has stability in resources and talent to effectively deliver on our long-term promise to young people and the community.
NONPROFIT
IMPACT Inc., which helps nearly 300,000 people each year regain personal stability, has announced the appointment of Randall C. Harlan as Chairman of its Board of Directors. Harlan, who joined IMPACT in 2011, is Sr. Vice President, Panther Workforce Solutions. He succeeds Kim Dougherty of Children’s Hospital of Wisconsin who led the organization to its first $5 million budget in 2020, IMPACT’s 60th anniversary. “This is a significant moment in the history of our organization,” said John Hyatt, IMPACT President & CEO. “We welcome Randall’s vision and enthusiasm for elevating IMPACT’s role in Southeastern Wisconsin.”
EDUCATION
Marc R. Barbeau
named Stritch VP for Institutional Advancement & External Relations. Cardinal Stritch University has announced the appointment of Marc R. Barbeau as VP for Institutional Advancement & External Relations. He most recently served as VP at Ter Molen Watkins & Brandt, a Chicagobased fundraising consulting firm.
MANUFACTURING
Nitin Kulkarni
Promoted to Vice President-Business Development. In his new role, Mr. Kulkarni will be responsible for overall Business Development that covers Engineering, Customer Support, plus Sales and Marketing. Mr. Kulkarni has over 15 years of experience at Helwig Carbon Products in Engineering Management.
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