4 Lessons From Crisis Leadership

Gene Kranz helped build NASA from the ground up in the late 1950's - but is perhaps most famous for his role as flight director for missions including both Apollo 11 and Apollo 13. History clearly shows that Mr. Kranz's leadership was the difference-maker to ensure the crew stayed alive after an explosion on-board left the space craft without sufficient power to complete its mission. The only acceptable outcome was a safe return to Earth - and Kranz's leadership clearly set the tone for the challenge before NASA: Failure is not an option.

Crisis leadership during the Apollo 13 mission highlighted some clear lessons that should serve all business leaders - not just those associated with mission-critical responsibilities.

1. Build a great team by being tough and competent

Mr. Kranz immediately gave his team trust. He stood behind every decision they made and ensured that when they entered the room as a team, they left the room the same way. He also knew that his trust as a leader was earned, not simply given because of his title or position. He needed to trust his team could do their own jobs without his constant oversight. He insisted on accountability as a part of the culture at NASA. He knew this was needed, since there is no way possible for a leader to achieve mission success if they are planning to do everything themselves.

2. Build a culture that encourages problem-solving and learning

Kranz once said, "Let's work the problem, people. Let's not make things worse by guessing." When things go wrong, it can be tempting to just offer solutions rather than taking time to truly understand the problem you are trying to solve. Learning by asking the right questions also requires leaders to have a growth mindset such that you're focused on being just a little bit better tomorrow than you are today.

3. Pause, Reflect, Direct

A key take-away is really around delegation. Think about an Army officer - they often discuss the importance of understanding the commander's intent. They don't have time to constantly push decisions upwards, and so they want to create in those that they tryst the ability to take action consistent with the commander's intent without waiting for a signal from above. This only happens when trust is reciprocated both up and down the entire chain of command.

4. Have a strategy and a clearly articulated endpoint

For Kranz, during Apollo 13, the endpoint was crystal clear - the crew must return safely to Earth. Every action within the team was aligned to that goal alone. There were no deviations and no room for compromise. His focus on the objective was resolute.

Mr. Kranz's autobiography - Failure is Not an Option: Mission Control from Mercury to Apollo 13 and Beyond - is a great study in true leadership. Consider adding it to your own reading list if you seek to be a better leader. And if you don't have time to ready the book, surely take the chance to appreciate Gene Kranz in a moment of crisis - and appreciate how one leader can indeed make a life-saving difference.