How do you balance directive and supportive leadership in a crisis?

Most leaders will have a dominant style of leadership but an ability to change your leadership style based on the situation distinguishes the good from the best. The right style is first and foremost about what the individual team member and the organisation needs at any point in time. At the first encounter of any task or situation, the team member may need more directive and the leader can move along the continuum of directing to supporting to coaching to delegating.

All four styles have merits and should be mastered and applied in certain situations. What sets a stellar leader apart is knowing when to apply each style for the best outcome, and how to to mix and match the four styles for the optimal impact.

Leadership coaching is the conscious process of developing an individual's competencies and talents to make them a more effective team leader. It's common for leadership training to incorporate business coaching, effective communication skills, and a knowledge of the wide variety of leadership styles

In a crisis, I aim to blend directive and supportive leadership. I prioritize clear and concise communication, providing my team with a sense of direction and an understanding of our goals. Simultaneously, I ensure I'm accessible and open to their concerns, providing the necessary support to maintain morale and productivity.

Imagine a team working on a new software product with a tight deadline. The team is diverse with various levels of experience, and there have been some communication challenges. As a leader you assess the situation and identify the need for more detailed communication, more collaboration, and additional technical support for less experienced team members. That understanding of the team's composition and needs will allow a leader to choose the right style for this particular situation.

In my experience, there are multiple areas in a role which may need different type of leadership style to get the team to perform to the best of its ability. For example, a developer who can be fully delegated on a task to write a program, may need coaching/supporting in presenting it to a customer while needing directing on submitting a time sheet.

Consider a team that initially needed a lot of guidance and oversight (direction leadership style) but has grown more experienced and cohesive over time. The leader assesses the situation and recognizes that the team is now capable of more independent decision-making. The leader then shifts towards a more supportive and delegative style, encouraging team members to take on more responsibility and participate in decision-making.

More often than not, the ineffectiveness of the leadership styles to get the desired result is down to mismatched expectations. For example, if the leader is expecting for the task to be delegated while the team expects more coaching.

If we are in a real, acute crisis - declare it. Let people know we are in the phase of crisis and it will have an end at some point. Research shows that in crisis, decisiveness wins the day. Even making the wrong decision is better than paralysis as you will get feedback (and thus more info) from the environment. Honestly, in a real crisis, you don't have time for tons of support. Support is built before and replenished after. The paradox of crisis is that a leader must be decisive and directive but also directing each leader/team under them to also be directive. It's a weird blend of directive/delegation that allows forward movement amidst tons of complexity.

In my experience, I believe that effectively balancing directive and supportive leadership in a crisis requires clear and consistent communication, as well as flexibility. It is essential to explain your leadership style, set expectations, and provide support to your team and stakeholders. By actively monitoring the situation and regularly seeking feedback, you can address concerns and adapt your style accordingly. Remember to remain open to learning and improvement, as this will contribute to your overall effectiveness as a leader.

From my perspective, Developing your leadership style range and versatility requires self-awareness, curiosity, and proactive learning. By assessing your own style, exploring other perspectives, and seeking feedback, you can identify areas for improvement and set goals to enhance your versatility. It's important to actively practice different styles and continuously strive for growth and development in your leadership approach.

Practice and experience is key to developing your leadership style - a good coach and a culture of psychological safety where the leader can get honest feedback to improve themselves is important.

Your ability to do this well is directly correlated to the quality and depth of your relationships with the individuals in your organization. Obviously, at the executive level, you cannot have deep and personal relationships with every employee. However, you should make sure there is diversity in the relationships you maintain. It's easy to get stuck in an echo chamber because you naturally prioritize relationships close to you. However, this will leave you lacking in diversity. You need be intentional about building relationships with employees outside your usual spheres. Spend time getting to know people from all levels. This will keep you balanced and help you know when and how to adapt to dynamically meet the needs of folks.