…Reframe the perspective on turbulent times. Instead of viewing them as adversarial, see them as integral to the creative process. Recognize that these periods signal the breakdown of outdated systems, presenting opportunities for innovation. Allow the unpredictability of the environment to inform decision-making, rather than imposing rigid agendas…
As part of our series about the “Five Things You Need To Be A Highly Effective Leader During Turbulent Times”, we had the pleasure of interviewing Kat Kim.
Kat Kim is a high-performance leadership consultant and executive leadership coach with over 18 years of experience spanning image consulting, personal development, spirituality, change-making, and leadership training. With a diverse clientele, including CEOs, executives, public figures, founders, celebrities, and entrepreneurs, Kat has honed her expertise in transformative leadership methodologies. Her approach offers a holistic and intersectional lens to visionary leadership, high performance, and innovation aimed at disrupting traditional paradigms. With a passion for helping individuals and organizations thrive in challenging times, Kat Kim inspires others to embrace nonconformity, innovation, and holistic well-being as key pillars of effective, visionary leadership.
Thank you so much for your time! I know that you are a very busy person. Our readers would love to “get to know you” a bit better. Can you tell us a bit about your ‘backstory’ and how you got started?
Certainly! I’m a high-performance leadership consultant and executive leadership coach. My journey into this field started from a personal struggle with shame, addiction, and a sense of never being good enough. However, I realized that my story was not unique and that many others faced similar challenges, and in particular leaders. Since then I’ve dedicated my career to helping leaders across the world overcome imposter syndrome and gain the confidence and clarity they need to execute on their visionary leadership goals, without working harder, or longer hours.
It has been said that our mistakes can be our greatest teachers. Can you share a story about the funniest mistake you made when you were first starting? Can you tell us what lesson you learned from that?
When I first started out I built a team very quickly, without considering the financial implications. I found myself working tirelessly just to pay them, chasing metrics and pushing both myself and them to the limit. It wasn’t until I realized that I wasn’t enjoying myself at all and was burnt out and miserable that I understood the lesson. Basically, I was working my tail end off to pay everyone, except me. It wasn’t funny then but I laugh at it now.
None of us are able to achieve success without some help along the way. Is there a particular person who you are grateful towards who helped get you to where you are? Can you share a story?
The Rock (Dwayne Johnson). I was brought on to consult on his motivational reality TV show called “Wake Up Call,” that aired on TNT. The premise of the show was that the Rock would help people who were really struggling in their lives, have a wakeup call, and get them motivated to start living their lives again. His producers heard my story of transformation and overcoming addiction and abuse, and invited me to work behind the scenes on one particular episode that involved a runaway teen, who was getting into a lot of trouble with the law–very much like my past.
I’ve never been afraid to share my story because I learned how to turn my shame into purpose driven leadership, but it wasn’t until I was invited to be part of The Rock’s show that I realized how important it is for me to continue telling my story, and that my story matters.
Extensive research suggests that “purpose-driven businesses” are more successful in many areas. When your organization started, what was its vision, what was its purpose?
Our vision was to help people around the world break free from insecurity, shame, and the “Culture of Not Enough.” Our purpose was to show leaders how to reclaim their personal power and execute on their visionary leadership goals, without relying on external validation or measures of success.
Thank you for all that. Let’s now turn to the main focus of our discussion. Can you share with our readers a story from your own experience about how you lead your team during uncertain or difficult times?
Certainly. Whether I’m leading my own team or guiding my clients who are Fortune 500 executives, successful entrepreneurs, or government officials who have their own teams, the most important thing we must tend to as leaders is our inner state of being. In other words, our mental health, our mindset, our emotional wellbeing, is paramount. If we are not in a good head space; if we are stressed out and anxious; if we are suffering from mental health issues; this energy will undoubtedly be absorbed by our teams, clients, and stakeholders. Unfortunately many high level executives and leaders are unaware of how powerfully they impact their teams with their often negative energy.
Did you ever consider giving up? Where did you get the motivation to continue through your challenges? What sustains your drive?
I’ve never considered giving up, but I have certainly faced moments of exhaustion and burnout. What sustains my drive is the recognition of the immense suffering in the world and the belief that powerful leadership is needed to guide people through difficult times. I’m convinced that leaders are being called upon to step up and make a difference, and I see myself as someone uniquely positioned to help them lead with confidence and conviction. One of my mottos is: When you step into your calling, you become the answer to someone’s prayer. I believe this is true for everyone, and in particular leaders.
I’m an author and I believe that books have the power to change lives. Do you have a book in your life that impacted you and inspired you to be an effective leader? Can you share a story?
One book that has deeply impacted me is Martin Luther King Jr.’s Strength to Love. It is a compilation of his best sermons. My favorite is called “The Three Dimensions of Life.” In it, he speaks about the importance of personal fulfillment, service to the collective, and spiritual connection. This resonated with me because it emphasizes the holistic nature of leadership, focusing not just on external success but also on inner growth and fulfillment. It has inspired me to teach my clients the importance of balancing personal, professional, and spiritual dimensions in their leadership journey.
What would you say is the most critical role of a leader during challenging times?
The most critical role of a leader during challenging times is to have a growth mindset, and reframe the concept of “challenging times” altogether. These are challenging times, yes, but this is a breeding ground for innovation. The leader must influence their team to also view the situation differently, and activate optimism and motivation.
When the future seems so uncertain, what is the best way to boost morale? What can a leader do to inspire, motivate and engage their team?
This ties right back into my previous answer — leaders should embrace uncertainty as a catalyst for creativity and innovation, igniting this spirit within their teams. By reframing challenges as opportunities, leaders inspire optimism and motivation, boosting morale and engagement.
What is the best way to communicate difficult news to one’s team and customers?
Transparency is key, of course. Leaders should acknowledge the position of their teams and customers with empathy and honesty, and align communication with the companies’ values. In addition, expect and embrace that there will be some pain in the process. Allow space for discussion, questions, disappointment, and even anger. Do not bypass the emotions — acknowledge them all.
How can a leader make plans when the future is so unpredictable?
The leader, and the team, should be nimble and be prepared to pivot at any given time. Plans should be made with the expectation that they may change or transform into something else.
Also, leaders should see the environment (the unpredictable circumstances) as part of the decision making process. Rather than forcing their ideas and agenda onto the world, let the unpredictability of the world inform them on how to move forward. In other words, rather than impose rigid agendas, allow the unpredictable environment to inform decision-making.
Is there a “number one principle” that can help guide a company through the ups and downs of turbulent times?
Turbulent times should not be viewed as the enemy, but as a critical part of innovation. When we view the outside world as something we need to conquer, it becomes “me against them.” This is a heavy burden to carry as a leader.
Instead, it’s crucial to embrace the world and its happenings as essential components of creation. By incorporating the unpredictability of the environment into the creative process, leaders can navigate challenges with resilience and adaptability, fostering a culture of innovation and growth.
Can you share 3 or 4 of the most common mistakes you have seen other businesses make during difficult times? What should one keep in mind to avoid that?
One common mistake is when the leader succumbs to the negativity, and becomes anxious, stressed, and burnout. Their team absorbs this energy, and impairs the leader’s ability to influence effectively, fostering a culture of heightened anxiety within the organization.
Another common mistake is when the well-being of the team is neglected, and nothing is done to support the team on an emotional level. Failing to provide support on an emotional level can lead to decreased morale, productivity, and overall team cohesion.
Lastly, a common misstep occurs when leaders solely focus on external metrics and output, neglecting the holistic well-being of the organization. This narrow focus can trigger a vicious cycle of heightened stress and anxiety, jeopardizing the mental health and emotional well-being of the entire workforce.
To mitigate these mistakes, leaders should prioritize company culture and wellbeing, actively support their team’s emotional needs, and adopt a holistic approach that balances external metrics with internal well-being. This ensures a healthier organizational culture and better equips the team to navigate turbulent times effectively.
Here is the primary question of our discussion. Based on your experience and success, what are the five most important things a business leader should do to lead effectively during uncertain and turbulent times? Please share a story or an example for each.
REFRAME: The Ability to Reframe
Reframe the perspective on turbulent times. Instead of viewing them as adversarial, see them as integral to the creative process. Recognize that these periods signal the breakdown of outdated systems, presenting opportunities for innovation. Allow the unpredictability of the environment to inform decision-making, rather than imposing rigid agendas.
PIVOT: The Ability to Pivot
Embrace pivoting and change as essential components of the plan. Leaders must remain nimble and adapt to evolving circumstances. Use turbulent times as indicators of external changes and integrate them into strategic planning. Stay true to the purpose and vision of the organization while remaining open to alternative execution paths.
FOCUS: The Ability to Focus
Shift focus away from negativity and external drama, directing attention towards shaping the desired environment, culture, and business. Avoid engaging in negative conversations that can erode morale and hinder innovation. Maintain hyper-focus on possibilities, ensuring that every action and communication reflects optimism and determination.
RELEASE: The Ability to Release
Recognize that top-down hierarchical leadership is evolving, which can be advantageous for leaders. Rather than bearing the sole burden of having all the answers, empower, employ, and engage your team and environment. Release the burden of sole responsibility and activate the power of collaboration across yourself, your team, and stakeholders. Tap into their collective wisdom and expertise, leveraging their insights to navigate turbulent times. This distributed approach fosters a sense of ownership and responsibility, enhancing resilience and adaptability within the organization.
PRESENCE: The Ability to be Present
How are you showing up as a leader? Who are you being during these turbulent times? Are you present and awake to your team and environment? Are you excited and hopeful; or stressed and anxious?
Reflect on your identity and state of being as a leader during turbulent times. Cultivate a sense of peace, excitement, and hope to positively influence the team’s morale and motivation. Communicate and embody a growth mindset, inspiring innovation and resilience. Recognize that how you show up for your team and organization sets the tone for the entire organization.
Can you please give us your favorite “Life Lesson Quote”? Can you share how that was relevant to you in your life?
“The ultimate measure of a man is not where he stands in moments of comfort and convenience, but where he stands at times of challenge and controversy.” Martin Luther King Jr.
The easy way out is to remain complacent for the sake of comfort and convenience. Visionary leadership is marked by the one who is willing to embrace uncertainty and navigate turbulent times completely differently than others–as a nonconformist. To think, speak, and act from a place that is unlike the herd.
How can our readers further follow your work?
Visit my website at: www.katkim.com
Thank you so much for sharing these important insights. We wish you continued success and good health!
Kat Kim On Five Things You Need To Be A Highly Effective Leader During Uncertain & Turbulent Times was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.