A Time for Leadership. 2 Thoughts
"All people — all lives — are either in a crisis, coming out of a crisis, or headed for a crisis.” Andy Andrews
I’m thinking of everyone affected by Hurricane Helene as I type this. This storm really packed a punch, and its full effects are yet to be felt as the storm travels inland. Times like this call for leadership. For a comprehensive collection of my thoughts and experience with crises, pick up a copy of my book, “Left and Right of the Boom. The Art of Leadership, Before During and After Crisis.” When crisis visits us, whether before it, during it, or after it, people look upward toward leadership. Whether it is the local and federal government, or the boss at work, times like this call for leadership. Here are my thoughts as I watch Helene do her thing.
Set Tone
A leader’s #1 job during a crisis is to remain calm. When crisis happens, people look upward toward leadership for answers and reassurance. Leaders’ ought to deliver calm, effective leadership. Leaders set tone. Organizations inevitably take on the demeanor of their leader, whether good or bad. If the leader is toxic, the organization will be in fight-or-flight mode and the environment will be extremely negative. If a leader is caring, enthusiastic, charismatic, and vulnerable, the organization will imitate this. Whether under good or bad leadership the impact to an organization and its people will only intensify when crisis arrives. Crisis is a magnifying glass.
Communicate
The first two questions we inevitably ask ourselves and each other when crisis strikes are “What is happening?” and “Who else needs to know?” Crisis is marked by ambiguity and by events happening at rapid speed. Once the leader has control of their emotions and has set a tone of focus and calm, it’s time to overcommunicate. Crisis calls for frequent communications. Overcommunicating does not mean communicating for the sake of communicating: sending constant, stream-of-consciousness texts and emails or picking up the phone every few minutes. It does mean that everyone (leaders as well as members of the whole team) should share information frequently — more than they normally would — as a situation develops. In crisis, the need for information increases.
The list goes on. I’ve given enduring guidance for my team that nothing we do; nothing, is worth a life. With this guidance my people are free to act appropriately and safely. I’m away from my businesses as I type this, and my wife and I will probably delay our travels 24-hours as we err on the side of caution. Leaders should always be conscious of their leadership, especially in crisis – whether before, during, or after. Time for leadership!
Make it Personal!
Rob
Rob Campbell