“I’m a fighter, not a quitter”

Tenacity – the ultimate skill when it really matters. A mix of determination, persistence, and grit. The ability to respond to setbacks, keep going and learn from experience. 

Leaders that are tenacious are proven more likely to find a way through times of crisis. They can pull on reserves of confidence and determination, to find solutions and keep going, rather than succumbing to the temptation to quit.

With all that is going on in the UK right now, it is essential that business leaders develop greater tenacity and role model this to their people.

Be a driver not a passenger 

Key to developing tenacity is the ability to keep going. As a leader you want to be the driver, not the passenger. Take control of your destiny by problem solving, seeing beyond the obstacles and finding a way to grow. Don’t let setbacks stop you but do know when to ask for help. And don’t waste time complaining about the current situation as this will become a distraction and slow you down. 

Focus on what you can control

Given the current political uncertainty, it is crucial that business leaders focus on what they can control and change. Don’t wait for government. Be bold and start laying the groundwork for future growth now. How? By identifying the potential prizes for your business/sector/region and making the case for investment to shareholders. You can also take the lead on supporting your community through tough times. Business plays an essential role in local support systems, helping employees and customers, suppliers and partners.

Put aside the things you have no ability to impact

The political drama is interesting, to the point of addictive. Yes, it’s important that the politicians resolve their differences and select a credible new PM, to maintain market and economic stability. But is there anything you can do to influence the process? No. Instead, use the time wasted getting sucked into social media and news channel wormholes, to proactively problem solve and spot opportunities that you can deliver on.  If you do want to assert influence, better to use resources like the CBI to form alliances and amplify your voice in government, through our political stakeholder network. 

Set a leadership example

Now is the time to step up and be the leader you always aspired to be. Be open with your people, honest about the incoming challenges, and how these will impact their roles, and their circumstances.  Treat employees well, as you did during the pandemic, with plenty of support for wellbeing and financial assistance if possible. And role model the behaviours you want to see developing in your colleagues, and that will be needed to help them manage through this period of uncertainty:  grit, determination, patience.

If you would like to learn more about developing as a leader with the CBI, and the programmes we have on offer, please contact me emma.connolly@cbi.org.uk