Four steps to strengthening leadership effectiveness during a crisis
This article was originally written for Forbes.com
In 1945, near the end of World War II, former British Prime Minister Winston Churchill famously said, “Never let a good crisis go to waste.”
The wisdom of this sentiment is as relevant today as it was then, reminding leaders to intentionally look for new possibilities in adverse situations they encounter. Where some might find despair or, worse yet, ana reason to surrender, those leaders who are adept at turning difficult situations into competitive advantages are able to equip their organizations with the endurance it takes to consistently win, and, as important, safeguard the distance that separates them from their competition.
Leading during times of crisis is as disorienting as it is illuminating. On one hand, a good crisis demands that leaders find and strengthen new leadership muscles they never knew they had. On the other hand, leading the way during a prolonged period of uncertainty and disruption reveals a leader’s character and capabilities, giving them needed confidence and affirmation that they’ll be better prepared when faced with future difficulties that threaten the survival of their organizations.
As you encounter your next leadership unexpected challenge, however large or small, consider the following behaviors to help you lead your team to the other side, while at the same time prepare yourself and your organization to successfully address the next crisis that comes your way.
Four steps to strengthening leadership effectiveness during a crisis
1. Lean on your values to guide your way.
As a leadership consultant, I often hear two versions of the same attitude, usually describing the investment of time it takes to develop organizational values as inconsequential to what helps leaders be effective. It usually goes something like this: “I’m not interested in the touchy-feely stuff,” or, “We worked on our values years ago, I’m good, thanks.” As if to suggest this work is more of a check-the-box and I’m done formality, rather than what it really is: the basis for every good decision a leader will ever make.
During difficult or challenging times, our values bring needed clarity and perspective. They provide reliable and accurate guidance on the range of available options as potential paths forward given the circumstances. What’s more, organizational values are always helpful context for leaders when they explain to their teams the rationale that informed their decisions.
2. Plan to be spontaneous.
Many crises are hard to predict and hard to plan for. When faced with a crisis, be willing to put your current strategic plan on hold, or, if necessary, scrap it altogether. The best strategic plan is one that is responsive to the reality of your operating environment. Most businesses didn’t have a section of their strategic plan dedicated to the possibility of a worldwide pandemic. Yet, every leader found themselves and their organizations standing in the middle of one.
In a crisis, circumstances often change swiftly and radically. Status quo is typically not the best response if leaders expect their organizations to make it through intact. This means the right information must be quickly gathered and assessed so that a near-term response can be formulated and then implemented. In times like these, getting comfortable with “good enough” is often the best posture vs. falling into the trap of wasting precious time handwringing and second guessing what should be done and when. It’s better to act and have an effective means for monitoring impact in real-time than to get stuck in limbo. For some leaders, this will feel uncomfortable, especially those who prefer precision. A flexible mindset helps to improve leadership agility, which is needed when navigating uncertainty.
Put your people at the center.
A crisis is always a defining moment for leaders. First, it prepares them for their next big challenge, helping them to hone their critical thinking skills, response time and ability to focus on exactly what needs to be done vs. those things that should be paused. As important, a leader’s actions and behaviors during a crisis shape how team members perceive them and the confidence they have (or don’t have) in them. Often a leader’s past performance during a crisis determines how willing their people will be to follow them through the next one.
As leaders get clear on the path forward, it’s important for them to use an empathetic and fact-based communication approach to implementing their plan. Without their team’s support, even the best plan a leader develops won’t go far before failing.
During a crisis, putting your people at the center by taking these steps:
Make clear what’s at stake. Be transparent about the situation and its impact. This isn’t the time to sugar coat the gravity of the situation and your team will appreciate your candor.
Communicate what you’re thinking and the options you’re considering. Be clear about when you expect to make critical decisions—especially those that will impact your team. And, above all, follow through on these commitments.
Ask for help. They want to be in it with you, so give team members a role in the solution you develop and implement. By enlisting the support and participation of others you will have the opportunity to say, “Look what we accomplished by working together.” This strengthens team resilience and fosters esprit de corps.
Be visible. This means meeting with your people one-on-one or in small groups. This can also include frequent written updates that include a genuine invitation for people to ask questions, voice concerns, or offer ideas. Encourage your key leaders to also follow the same posture of being visible and accessible.
Take time to reflect, learn and grow.
A crisis of any scale always brings with it the opportunity for leaders to learn and grow. But this can only happen when leaders make it a priority to reflect on what they are experiencing and how they are either reacting or responding to what’s taking place. Being willing to ask for feedback from a trusted circle of confidants provides helpful perspective for leaders to consider as they work to strengthen their effectiveness.
As part of their personal refection process, leaders should ask themselves the following questions:
What would I do the same?
What would I do differently?
How will I apply this learning going forward?
Growth as a leader doesn’t happen accidentally. It is the result of frequent intentional self-reflection and honing our ability to harness the insight and wisdom that come from it. Perhaps this, at least in part, is what Churchill had in mind when he said, “Never let a good crisis go to waste.”
