Effective leaders steer through the waters of commerce, leading their legions by example. The first things leaders must do is take an inventory of are their own strengths and weaknesses. Following those realizations they should then surround themselves with complementing individuals who will add to their strengths and help eliminate their weaknesses.

Leaders who build teams and give them the power to function on their own (within the framework of the organization) will see themselves happily on the road to success.

During tougher economic times an organization that is run by a leader who has taken the initiative to add individuals who understand the values, mission, philosophy, and ethics of entity will find that most of their folks will hunker down and be on board regardless of the situation. That’s the purpose of finding like valued people. This does not mean that the leader should look for people who believe in the same methods of distribution, marketing techniques, and production systems, etc., because that can lead to stagnation and lack of creativity. What it does mean is that everyone is on board when it comes to the reason that the organization exists and what it strives to do.

One way to mitigate the possibility of having weak value links in the organization’s management chain is to ask open-ended situational questions during interviews. These questions can address the person’s reactions to downturns in the economy and what they might be willing to do for the company.

While most interviews entail situational questions, they rarely pose problems about the possibility of the corporation’s reversal of fortune during low or no economic growth periods. An effective leader can spot people who may have the fortitude to tough it out and/or come up with solutions to stave off deeper problems and perhaps even come up with ideas to turn revenues around.

Leadership is about having the ability to see the entire landscape and recognize who and what is necessary to keep the organization moving forward. Choosing the right people (not just individuals who have the skills to perform, but also the values to perform in the interests of the company) and getting them to do what the leader wants them to do because they want to do it, is a way to ensure that everyone is committed to the company even when times are tough.

And don’t forget that creating an atmosphere that incorporates some levity, especially during downturns, is a good way to relieve stress.