3 Hidden Qualities of Leaders Who Succeed During Difficult Periods

Good Leadership

Before the Covid-19 epidemic hit the world, businesses were already accustomed to dealing with uncertainty. The political situation was as dire as it had been for many years. It was shaken by the unfavorable US administration and Brexit instability. The digital disruption was dumping a growing number of participants in many sectors in cemeteries, failing to emerge.

Coronavirus, however, has raised uncertainty about the remarkable command no live business manager has ever faced, but that does not change the fact that leaders had to adapt to unprecedented speed even before Covid-19 eliminated the use of the word ‘unprecedented’. ‘This means that it is unreasonable for any company to assume that it will return to a state of bliss and transparency when the epidemic ends in the end, whenever possible.

Instead, it will be acting as the latest, even the most extreme, an example of uncertainty in a very broad period when that area became the norm. Succeeding during a time when the cycles of change are accelerating rapidly and strategic considerations are too short, requires a greater approach to leadership. While some leaders have risen to the challenge during the epidemic, others have been exposed for lack of skills and attitudes to distinguish the successful people of their time.

What are those skills and attitudes? The three key attributes define a new type of business leader who is thriving in this age of chronic disruption, where important decision-making is increasingly based on limited reliability. The given leaders represent the values ​​and values ​​of their company, these qualities also speak volumes about how organizations can succeed not only in general but also in the future as well.


Damaged by the feeling of users enjoying their Smartphones and social media, customer expectations have been high over the past decade for all types of products and services. In this structure, leaders do not need a global epidemic to teach them how critical the current crisis is for businesses, but unnecessarily, it has accelerated the demand.

While leaders faced challenges in previous generations, most of the time, they were able to turn to a well-established notebook to deal with, based on previous experience. However, there is no playbook for people who have never been seen, so leaders are forced to plan their studies. Agility supports true strength, and cannot be taught about an MBA course.

There are very few leaders who are good at both programs and practice, right, but elegance requires the ability to switch seamlessly between the two. Too bad, intelligence is not just about maintaining good leadership today – it should be focused on the whole organization. Agility is often incorrectly associated with digitization, yet it is not technological. It’s an idea. Our responsibility as leaders is to find the right balance between accessing the digital age and maintaining traditional values ​​that underpin our business formation and personal relationships for centuries.


It is not only the pre-crisis wish for speed that has gained momentum during the epidemic but also the leadership is driven by the goals and challenges of the ESG. In times of difficulty or uncertainty, customers reward products that are morally sound, ethical, and increasingly willing to buy from products that match their prices. Therefore, leading a conscience in society will enable businesses and their people to tolerate disruption.

Driving strong business financial results in times of uncertainty is difficult enough, but doing so while satisfying a wide range of stakeholders, including employees, small communities, and even the environment, is truly an artistic approach to leadership.

While I remain loyal to the company’s social media operations and the values ​​they define, those who do so will be on a much stronger footprint of success in the years to come, as customers attract reliable products and color, which inspires me to create Bruno Result. Leading leaders do not view the public as an obstacle but as a real opportunity to communicate with staff and customers at a deeper level.


The best leadership among the uncertainties and distortions is based on honesty, humility, and unwavering commitment to living up to corporate values. In this situation, people respond positively to a realistic leadership style, requiring good communication, a strong moral compass, quickness of mind, consistency – and more transparency.

More than ever before, businesses need calm and sensitive leadership and decision-making, even if the details of decision-making are lacking. One of the biggest challenges facing leaders in the business world after a crisis will be the motivation of employees to buy the company’s intent. It will take courage to boldly reset or pivot strategies, culture, and procedures when faced with evidence of change or malpractice.

True leaders, who are actively involved with a growing number of stakeholders, should aim for the emergence of nature, not change, in their path to leadership. The epidemic has diverted everyone’s attention for one purpose, but the number of so-called strategic goals in the company can double without those catastrophic events, which has led to a lack of focus. It falls to the leaders to ensure that their organization is united behind a clear vision and common goals.


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