Many times headlines on the front page of the newspaper can cause us to think of our own leadership ability. Such is the case with the recent controversy over what is commonly called the Dubai Ports Deal.

The controversy began when DP World, a Dubai owned port management company, purchased Peninsular & Oriental Steam Navigation Company of Britain. P&O managed 6 American ports and had operations at 16 other American ports. The controversy raged on the front pages of our newspapers and as the lead story I’m newscasts. Leaders on both sides of the issue were distracted from other issues as the controversy went on.

Regardless of which side you are on, there are many leadership lessons that we can learn from that Dubai Ports Deal. Probably the most prolific would be how we handle controversy. As business leaders is virtually impossible not to face controversy from time to time. In fact if you have never had to face controversy it would be fair to assume that you are reluctant to try a new policies, procedures, or strategies.

The First Sign of Controversy

The first sign of controversy to any leader should be a mental bell that rings loudly in their head as soon as they approach any type of decision that may intrude or change the comfort zone of those they lead. All great leaders have the well-being of their people at the forefront of their minds at all times. Every decision they make has the best interest of their people in mind. They typically know the comfort zone of their employees and customers. When they are faced with a proposition that will create a concern by those employees or customers they know that the situation require special handling.

What do you do when the bell goes off?

Most decisions you make will not involve controversy. However when you are faced with a decision and that little bell goes off, you need to ask yourself these questions which all revolve around how your people will look at your decision.

• “How will my decision look on the front page of tomorrow’s newspaper?”

• “What will be the consequences should my people find out about my decision from someone else?”

• “Do I need to empower my people to embrace the decision by providing more education?’

• “How will my decision be viewed by Monday Morning Quarterbacks?”

The answers to these questions are certainly important as this controversy is not handled properly, it will result in distracting leadership from more important issues.

What do you do when the bell does not go off?

Sometimes even the best of leaders will miss seeing the controversy of a decision in advance. When this happens swift action is generally required. This means you’ll need to:

• Quickly educate your people as to why the decision was made and your vision of the improvement derived from your decision. Be totally open and honest.

• Allow your people a forum to share their thoughts and concerns about your decision, making sure you take an active part in a discussion.

• Form a team to review the opportunities and obstacles and implementing your decision so they can be a part of an execution strategy.

True leadership requires tough decisions and unpopular choices. Regardless of your role as a business leader, salesperson, human resources executive, or entrepreneur you must tackle controversial issues head-on to be successful.

Rick Weaver is an accomplished business executive with a wealth of experience in retail, market analysis, supply chain enhancement, project management, team building, and process improvement. Building on a strong retail background, Rick moved to full supply-chain involvement, working with hundreds of companies to improve sales, processes, and bottom-line results.

As Rick’s interaction in varied industries expanded, he became troubled as he increasingly noticed that people and companies had untapped or unfocused talent.

Coupled with Rick’s passion for training and development, popular style of interactive workshops and seminars, and strong desire for continuous improvement, he founded Max Impact Corporation to be singularly focused on helping individuals and organizations achieve high performance.

Rick is a popular speaker at seminars, workshops, and conferences. He has spoken in 43 states, including Alaska and Hawaii, and in Canada and Puerto Rico. He is available to speak at groups of all sizes.

Contact Rick at 248-802-6138 or rick@getmaximpact.com.