U: Understand your role. Be competent. Be visible. With voice as well as physical presence, captain and crew were “out and about”. In times of change and turbulence, seeing and hearing leader is important. By walking through cabin and putting a hand on different people’s shoulders, he reassured passengers. The captain also invited people to stay with him and talk about flight if anyone was concerned. In times of change and crisis, it is vital that leaders be seen and available for questions and feedback. Too often, leader meets only with senior people or disappears behind closed doors. Get out and about.

S: See people as trustworthy. Share experience. The captain stated what he would do and that he expected us to follow his instructions. He basically said, “I trust you to do what is right for yourselves and each other.” If a leader wants to be trusted, that presumption must also be present.

The captain also didn’t spend night in Presidential Suite of a hotel. He took whatever was available—just like rest of us. Far too often, leaders proclaim austerity measures and then exempt themselves. One client told of attending a meeting where a 10% reduction in force was announced by company attorney because president and his senior officers were in Augusta, attending Masters Gold Tournament! To preserve confidence and trust, pain should be felt first and hardest at top. The employee and customer loyalty this engenders will be invaluable when turbulence subsides.

T: Take action. Take time to laugh. On Flight #1180, passengers were kept appraised of each action step and results of that step, both positive and negative. Whether in board room, marketing department, or cockpit, an action followed by course correction is a wise mode for handling any change or crisis.

Lastly, captain and crew managed to find humor in situation. “Laughter,” as Victor Borge said,” is shortest distance between people.” Laughing over what cannot be controlled creates that element of bonding which is fundamental in maintaining trust. Laughter puts situations in perspective. It regains focus. It is also canary in mine of commerce. Gloom becomes toxic. One organization started a “frisbee memo day”. Another began holding impromptu ice cream parties. Just because business is “serious” doesn’t mean joy must be absent.

Test your trust quotient by putting asking what would people say about your behaviors during turbulent times. Would there be mutiny and fleeing ship? Or would people stick with you to next destination in organization’s journey? Let’s trust they would.

© 1995 by Eileen McDargh. All rights reserved. Reprints must include byline, contact information and copyright.

Soul/spirit can only be visible in context. Like natural gas which cannot be seen until it is lit, soul burns bright when it’s flush with enthusiasm and excitement, when it is being listened to deeply by people who matter most. Soul blossoms when given opportunity for meaningful contribution, innovation, and learning. It retreats in environments where trust is absent, where politics take precedence over performance, where positional privilege takes most of gain and little of pain connected with restructuring.

Uncovering soul, therefore, means examining both behaviors and systems within an organization. Is there congruency between what is said and what is practiced? Are people invited to participate and then ignored when they do? Does organization preach empowerment but then require multiple sign-offs before action takes place? Do managers claim to have an open-door policy but then respond in anger when they hear something they don’t like? These are just some of questions which, when honestly answered, can indicate if there’s breathing space for soul.

Engaging human spirit is softer side of business. But without “software” of soul/spirit, you’ll never truly engage mindware. And that’s what ultimately creates competitive edge for future.

© 2000 by Eileen McDargh. All rights reserved. Reprints must include byline, contact information and copyright.