What challenges do leaders face when coaching organizational culture in a crisis?

Nicht nur bei den Mitarbeitenden, sondern auch bei der Führungskraft selbst, kann eine Krise Unsicherheit und Angst hervorrufen und sich auf das Wohlbefinden und die Leistung auswirken. Umso mehr bedeutet das als Leader zuerst sich selbst zu reflektieren und ggf. an der inneren Haltung und (Führungs-) St?rke zu arbeiten, um dem Team ein gutes Vorbild und der berühmte "Fels in der Brandung" sein zu k?nnen. Wenn eine Führungskraft eine gute Resilienz aufgebaut hat und Zuversicht ausstrahlt, wird sich das auf das gesamte Umfeld positiv auswirken.

The anxiety and weight leaders experience through periods of crisis, if unchecked trickles down and can make things worse. Giving leaders a safe place to confront their worst fears and work through best and worst case scenarios in a coaching session can help to alleviate their burden. Powerful questions that challenge assumptions like "What is the good in this (situation)?", or "What have you learned about yourself , your business, life, family from these events?", "Where is the lie or error here?", to raise awareness and help develop resilience and increase perspective is vital. Exploring themes like accountability and clear communication with all stakeholders in order to engender trust and support may also be relevant.

An effective way to deal with uncertainty and anxiety in a crisis is to label and anchor any free floating anxiety. That's the worse. Give is a name, put it in a category, a "box" because once it has a name, it takes shape and can be dealt with better. The worse thing you can do is act as if everything is fine, or not speak about it with your teams. Communicate as early as possible, talk to people and listen to them. As a Leader you should be prepared for such events and a good way for being prepared is to start your own coaching or therapy process as soon as you are in a leadership role with the purpose of knowing yourself better, to handle unknown challenges and learn to stay in contact with people even when things are tough.

Selon moi, en temps de crise, les dirigeants doivent faire face à de nombreux défis significatifs. Une crise exacerbe l'incertitude et l'anxiété chez les collaborateurs quant à leur sécurité d'emploi et à l'avenir de l'entreprise. Les directeurs, les managers doivent être capables de gérer ces émotions et de fournir un soutien et une direction clairs. Cela va obligatoirement passer par la communication d'une vision claire, précise et lucide et par la fixation d'objectifs SMART révisables de fa?on régulière.

Leaders will have to deal with deep seeded beliefs and potentially negative corporate culture. The best place to start is to begin focus group sessions to assess the crisis.

Auch wenn die 7 Phasen der Ver?nderung nach E. Kübler-Ross bereits bekannt sind, lohnt es sich, sie noch einmal in Erinnerung zu rufen: 1?? Die ?Schockstarre“ 2?? Der Widerstand 3?? Rationale Einsicht 4?? Das ?Tal der Tr?nen“ 5?? Ausprobieren und Lernen 6?? Die Erkenntnis und ein klares Bild von der Zukunft 7?? Kontinuierliche Lernerfolge und Integration der Ver?nderung Widerst?nde sind Teil des Prozesses und zeigen, dass Ver?nderung im Gange ist. Als Führungskraft ist es wichtig, die Mitarbeitenden durch klare und emotional intelligente Führung zu unterstützen. Indem wir den Fokus von "bedrohlich" auf "chancenreich" lenken, k?nnen wir ihnen helfen, leichter in die n?chsten Phasen zu gleiten.

To do this effectively, you get to spend more time listening than talking. We have two ears and only one mouth for a reason. The adage "people don't care until they know you care" comes to mind. As the leader, you get to model the behavior you want your team to follow. What you say matters - but not as much as what you do! So, spend the time asking everyone on your team how things are going, what they need, what they struggle with - and what opportunities they see in the current crisis. Keep in mind: you team needs a confident leader. So create a space for yourself where you can be vulnerable and address your own doubts and concerns. To clear them before you interact with your team.

Bei der Herausforderung der Innovation und des Lernens in Krisenzeiten, geht es aus meiner Sicht wieder einmal zum gro?en Teil darum, als Führungskraft vorzuleben, was ich "predige" und mir von meinen Mitarbeitenden wünsche. Deshalb kann sich jede Führungskraft fragen: Bin ich denn bereit zu Lernen? Wie gehe ich selbst mit Fehlern und Misserfolgen um? Bin ich denn experimentierfreudig und risikobereit? Wenn die Führungskraft selbst nicht davon überzeugt ist, dass das zu erreichende Ziel ein lohnenswertes Ziel ist, wird die intrinsische Motivation gering sein. Und das wissen wir alle: Nur wer selbst brennt, kann ein Feuer in anderen entfachen.

I try to always remember that a "celebration" of an achievement is different for everyone. Some of my team might like a "pat on the back" or a quick "thank you so much for putting out that fire". Others on the team might like a more public reward like recognizing them at a team meeting. Know your people, have thank you notes in your desk drawer (way better than an email), or give a gold star. Literally, I used to give a gold sticky star to team member if they did something that was way above and beyond. I seldom gave them out, but it was a big deal when I did. I'll bet there are still some stars stuck on desks or nameplates.

This is the time to leverage the trust that already exists between the leader and their team. If that level is low, the leader has a lot more work to do. If trust is "medium to high" lean on how you have supported the team in the past. If you can align to higher goals (e.g., Strategic / Organizational goals) it will help to have this north star to point to. The project work your team is doing or fires that they put out should enable the organization to accomplish its goals. If the level of trust is currently < Medium, it's time to practice some basic trust building activities like: 1. Say what you do and do what you say 2. Always ask how you can support your team 3. Follow up with tenacity Demonstrate your desire to help the team succeed.

Not to go all Covey, but we must begin with the end in mind. If you hired the personalities and talent you found to be the best fit, it was because of the culture you idealized for your team. You likely thought they would be nimble, go getters that would become rock stars. If you inherited staff, they should trust you by now. Lead by example from the beginning. Make them know that you are working for them every bit as much as they are working for you. Then, when such a crisis presents itself, they know you have their back and they will follow your lead. Your turn to be nimble. Proceed confidently and the team will feed off of it.

- Mantenga la calma y tómese el tiempo para actuar -Haga auto-observación -Busque claridad en lo ambiguo; comunique. -Afronte la realidad por cruda o difícil que sea. -Identifique cuando: Provocar que las cosas sucedan Esperar que las cosas sucedan Hacer parte de lo que suceda -Pregúntese:Qué no estamos viendo? Qué sería lo peor que podría pasar si… Cuál es el significado de esto que está ocurriendo?, Cómo lo que pienso ayuda a mantener la situación? -Imagine futuros hipotéticos;Busque puntos de vista diferentes. -Impóngase objetivos a corto plazo, un día a la vez. -Promueva el trabajo en equipo el cuidado a pesar de las circunstancias. -Demuestre tolerancia y empatía con su gente. -Recuerde, usted es modelo de madurez para su gente.

One of the challenges that leaders face when coaching organizational culture in a crisis is their own agenda and bias, which can get in the way of the desired impact. To keep your biases and fears in check, consider adding an external coach, coach mentor, or coaching supervisor in your corner.