[Reprinted from Forbes.com article by Mark Batson Baril, June 2, 2020]

Crises have a way of testing us in challenging ways that stretch our comfort zone and expertise. Leaders find themselves under a harsh microscope as everyone looks to them for assurance, calm, care, support, clear perspective, and ‘all’ the answers.

Navigating difficult times can be daunting (and lonely) for leaders. The modem Organizational Ombuds (“Ombudsman,” “Ombudsperson”) is a resource whose services can be a game changer for leadership during crisis or change, where every decision and action carries enormous weight and higher-than-normal risk for the company and its people.

This is a crucial time for organizations to pay attention to their markets, their bottom lines, and their people — challenging for sure when every decision carries extra weight in uncertain economic times.

In terms of your most important asset — your talent — it may be time to assess how the “new” organizational culture will operate. Factors of retention, productivity, engagement and morale rank high in an environment where every dollar counts.

The driving force behind a positive, productive organizational culture is one that leadership often misses: the power of constructive conflict. While not all conflicts are healthy to a workplace, constructive conflict, well understood, welcomed and managed, can become a powerful business tool to build strong, high-performing teams and a culture that supports your people.

Let me start by saying that in no way am I disrespecting arguably the greatest basketball player ever, nor the admirable aspects of his character that have helped make him great.

But, from my vantage point of expertise with workplace teams and the challenging issues that arise in those interpersonal relationships, I just can’t pass up the opportunity to share some learning on the “abrasive leader.”

From the New York Times: “He showed little mercy when berating co-workers. He seized on their setbacks and scoffed at their maladies. He punched at least two in the head.”

We’re talking about Michael Jordan and his career with the Chicago Bulls, featured in the excellent documentary, “The Last Dance.” Again from the Times: “In the intervening years, a chorus of experts has warned employers, investors and board members against tolerating such cruel or demanding behavior,”

“These times are testing leaders from the schoolhouse to the White House, from city halls to corporate suites.” ~ Thomas L. Friedman

So begins the New York Times opinion article by the Pulitzer-prize winning foreign affairs commentator Thomas L. Friedman. We know that in times of crisis good leadership is critical, and it’s becoming clear that we are now facing a leadership test bigger than anything else we’ve experienced in our lifetimes. Friedman helps us rise to the occasion:

“Because this is such a critical leadership test at all levels, and because it is so not over, I called my teacher and friend Dov Seidman — who is the founder and chairman of both the ethics and compliance company LRN and the How Institute for Society, which promotes values-based leadership — to explore this issue.”

From Expert Panel, Forbes Coaches Council, Forbes.com,March 9, 2020

The start of a new year is a chance to be ambitious and set big goals for the first quarter. Sometimes, things don't go as expected and those goals go uncompleted.

A disappointing quarter can be discouraging, but it's important to reflect on what didn't work and develop a plan to move forward. That's why we asked 12 Forbes Coaches Council members what advice they would give businesses that want to pick themselves up and get back on track for a successful next quarter. Below they shared their best strategies for bouncing back in Q2.

It’s not an easy thing to spot — or accept — lack of trust from your team members. Erosion of trust could originate from any number of things: poor workplace policies, unsettling (true or untrue) rumors circulating around, lack of communication from management, disgruntled employee or partner disputes, or an organizational culture that doesn’t value its people.

Whatever the cause, loss of trust can be dangerous to an organization's ability to function successfully — particularly in challenging times or an unforeseen crisis such as the COVID-19 and global financial issues we're facing right now.

Trust starts with leadership

As a leader you want to ensure you employees’ ability to adapt to change - especially at the pace you might expect. The power of constructive conflict integrated into your organizational culture has been shown to build teams and employees who are creative, innovative and nimble to meet fast-paced growth. Constructive conflict encourages open communication, vibrant exchange of ideas, high-quality problem-solving, inclusion and adaptability - all bringing the workplace together to adapt, and lead, change more smoothly and happily.

Following are 13 other ways that Forbes Coaches Council members recommend business leaders do to stay nimble and tech-forward while helping employees better adjust to any new changes.

Every team has agreements on how they will work together. The trick is that for many teams these agreements are unspoken, unwritten and un-negotiated. Nonetheless they become the rules of behavior and are binding on team members and over time can morph into the organizational culture. They become "the way things are done around here." They may not be in the policies and procedures manual, but it doesn't take long for new team members to figure out what is rewarded and what is punished.

As a Conflict Adviser, I have seen my share of cases where a disagreement has escalated into destructive conflict that affects the entire organization with negative outcomes. When people we work with learn the tools to handle these situations more effectively, not only is disaster averted, but relationships improve and more things get done.

I’m honored to be among these experts who have weighed-in on this topic in valuable ways