Today, we are all being tested greatly, and so it is with our leaders. Individuals, organizations, and systems are all under strain, with some facing overload. Here are several keys to leading well in a crisis.
Radical Focus. When you are in a crisis, your immediate priority is survival. Crises require take fierce discipline in personal and organizational time management. Leaders should expect to use more “steel” (hard-edged leadership) than “velvet” (soft-edged) at the outset.
In a crisis, leaders must mercilessly cast aside all manner of ideas and projects—some with real merit—to ensure a tight focus on one or two key priorities needed for survival. Other priorities must wait. Even with this radical focus, leaders should look beyond the current storm, seeking creative ways to position the organization or group to flourish once the storm has passed.
Communicating Reality and Confidence. During a crisis, people need to know what is happening. Effective communications are essential, and it is imperative that the executive is factually accurate and forthright.
Leaders should block their calendar daily for time with their team and other key stakeholders. They must be visibly present inside and outside the organization—using all available technologies to enhance access.
Since people are stressed and worried as rumors fly, leaders must give people a sense of what to expect in the coming days and weeks, blending both realism about the current situation and confidence about the future if wise and bold action is taken.
It is essential to listen carefully and answer questions honestly. People need to be heard, and they deserve a realistic assessment of the situation and want solutions (or credible plans for how to get them). Credibility is a tremendous asset for the hard work ahead and must not be squandered.
Psychological Stability. In a crisis, many people are afraid, upset, or angry. The executive must establish not only financial and operational stability but also psychological stability. People need to be unfrozen, empowered to do what is required with confidence. Here is a tried and true process for establishing psychological stability:
Crisis Response Team. Facilitating the process above, the executive will get a sense for who would be reliable officers in the stormy seas ahead and who would be dead weight.
Selecting the crisis response team (and its associated roles and processes) is one of the most important things a leader can do. Skill set, character, emotional intelligence, resilience, courage, and buy-in with the shared values are good criteria to use in selecting the team. An effective organizational structure with clear roles and responsibilities, reporting lines, and communication channels are all required.
Operating Rhythm. A real risk in crises is that the initial momentum fizzles, causing the enterprise to spiral down again. To maintain forward momentum, leaders must establish a persistent operating rhythm with accountability follow-ups. Regular status reports and town hall meetings with employees (or constituents) are important.
The effort requires persistence. The group must hack away at the root causes of the problems, not symptoms. Together, they make slow and steady progress over time, reporting results and encouraging each other. Such feedback loops help foster alignment.
“A river cuts through rock, not because of its power, but because of its persistence.” -James Watkins, author
Sanctuary. In crises, leaders receive a barrage of body blows. To survive such an onslaught and to remain at their best, leaders need a daily practice of sanctuary to refresh mind, body, and spirit. Leaders must not lose themselves in their role, taking the inevitable attacks and setbacks personally.
“In moments of darkness you need to remember why you’re here and why you’re fighting that fight.” -Jacqueline Ros, co-founder and CEO of Revolar
Triple Crown Leadership Practices. Finally, the five “triple crown leadership” practices that are key to building excellent, ethical, and enduring organizations are all applicable to crises:
Additional Tips from the Field:
Gregg Vanourek (@GVanourek) is an executive, changemaker, and award-winning author who trains, teaches, and speaks on leadership, entrepreneurship, and life and work design. He runs Gregg Vanourek LLC, a training venture focused on leading self, leading others, and leading change. Gregg is co-author of three books, including Triple Crown Leadership (a winner of the International Book Awards) and LIFE Entrepreneurs. This blog is based on a chapter in the book, Triple Crown Leadership, co-authored with Bob Vanourek (Gregg’s father)
We face a barrage of challenges these days: rapid change, a barrage of demands on our attention, tension between work and home, and more.
There is one meta-skill that shapes how we respond to all these challenges: self-leadership. Without it, we cannot sustain ourselves for long.
Leading self may be obvious, but it is far from easy. We neglect it at our peril.
The task of leading self is the task of a lifetime. Here are ten keys to self-leadership:
Gregg Vanourek is a high-impact leadership developer, changemaker, and award-winning author who trains, speaks, teaches, coaches, and consults on leadership, entrepreneurship, and life design.