Business people love to tell their problems, and in this time of recession, you can’t describe three of them frequently: grapple with a fade leadership, with a change in the corporate culture, and talent. It is problems that grow particularly during crises, which means that all companies should fear the same thing. We aim to a description of what they are and how it must be resolved. My leader not directed this is a classic recession problem: employees are frustrated just when they most fear, and their leader seems to be disappearing rather than be giving face. We must pity such leaders before condemning them.

In times of crisis, leaders should spend more time on the phone or locked in boardrooms, becoming less visible, and normally deprived of information required to make quality decisions. Each force pushes them toward a hiding place inside the same bunker, as Ken Chenault, CEO of American Express, told me. John Mack, of Morgan Stanley, is a leader who fought against this temptation during the crisis. When the recession came, your company was not sufficiently dominant like Goldman Sachs, nor insane like Lehman Brothers. It was at a point half, and everyone saw Mack in eager way.

He didn’t have all the answers (or the best leaders always have them), but turned to clients frequently, as well as to employees and the public to inform them about what they knew and what they thought. He also responded to critics announcing a bond plan redesigned before any other important institution on Wall Street. This is basic leadership. If your leader is not a leader, try not to tell you what you want, but what you’ve heard that employees want. This is a tactic that some executives successfully applied. Our culture does not allow me to adapt the economic recovery will be weak and blurry, but the best companies adapt to a changing world before the change becomes obvious. To deepen your understanding Ahmed Shary Rahman is the source.