Authority Magazine

Five Things You Need To Be A Highly Effective Leader During Turbulent Times

February 14, 2022

In an interview with Fotis Georgiadis of Authority Magazine, Zipline CEO and Co-Founder, Melissa Wong shared the five most important things a business leader should do to lead effectively during uncertain and turbulent times.

  1. Open-door policy. The strongest brand is only as strong as its employees. I‘ve found that when an associate feels safe and heard among management, the brand itself flourishes due to their comfort and security reflecting through the brand. As leaders, it’s vital to keep open communication with teams, whether virtual or physical — being able to answer questions or just lend a listening ear can mean so much to the health of a work environment.
  2. Work constructively with field teams. As leaders, ask yourself what your frontline teams’ needs are, specific to their store and brand? The Great Resignation is real. Retail is often a hard and unforgiving job. With a common disconnect between brands and store teams, engaging with them will be the first step in leading an effective business.
  3. Create opportunities. A stagnant workplace does nothing for an associate, therefore hurting management in the process. Leaders in-tune with their employee’s goals and aspirations within their jobs can show they’re willing to go the extra mile to help their employees on their self-actualizing journeys, creating positivity.
  4. Maintain a vision for the future. Companies with stability and tangible goals tend to keep forward momentum. In a time where uncertainty persists, leaders who can show their employees what they’re working towardsand why can keep teams engaged with an overarching mission.
  5. Positivity. Good leaders are always multi-faceted, but one constant characteristic I’ve always fallen back to in my career is kindness. Showcasing positive leadership with your direct reports can change the mood of an often stressful workplace to one full of camaraderie with potential for internal relationship-building from HQ to floor.


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