5 tips for making hard decisions in a time of crisis

Leaders are often defined by their reactions and decision making in a crisis.

In business, there will always be hard calls to make. But unlike in times of peace and prosperity, in a crisis – like the global pandemic we’re currently battling – there isn’t the option to put those decisions to one side until more information is available.

For the past 18 months, leaders around the world have become accustomed to the pressures of making the right call in the face of uncertainty and adversity.

Leading people through a period of crisis and having the responsibility of making those tough decisions can be a heavy cross to bear, but there are ways to navigate the process while keeping your business values at the forefront.

During my time in leadership roles, and particularly during this pandemic period, I’ve had the opportunity to build up my own toolbox in responding to crisis situations and making hard calls. The following are some guidelines that I try to live by.?

My number one rule is to?stay calm. People are looking to you for leadership; how you react to a crisis will set the precedent among your staff about how they should react.

Rule number two is to?step back and take a breath. Removing yourself from the thick of the situation, even if just for a couple of minutes, will help you see the big picture more clearly. It will also give you the time to consider what decisions need to be prioritised and anticipate your next steps.?

In a crisis, often you have to react quickly and decisively, but that doesn’t mean you have to take your gut instinct and run with it without a backward glance.

Often, your gut instinct is an emotional response. That is not always a bad thing, but even in a crisis, a leader needs to weigh up the consequences of that.

Considering what the opposite action to your gut instinct would be, and weighing up those consequences, can be a good way to gain better insight into the most logical course of action.?

In the same way that you should never send an email while you’re angry, it can help to park your knee-jerk reaction until you’ve had a moment to think through all your realistic options.

That’s where rule number three comes into play –?seek out and consider other opinions before making a big decision.

This may seem counterintuitive when you’re in an environment that seemingly demands quick-fire decision making.

Seeking out other viewpoints will not only help you to make a more well-rounded decision but will give you a chance to float your own thoughts and opinions for feedback.

This will prove critical when the time comes to make those difficult calls for your business, as you will have already identified and rectified any blind spots you may have missed.

Having the back-up of our OCS Advisory Group has been a huge asset for us. Surrounding yourself with experts across multiple fields gives extra depth to decision making. Seeking opinions from within my own leadership team and drawing on their experience across all aspects of our business has also provided incredible support.?

Rule number four:?keep your focus on the greater good.?No matter what your decision is, there will be good and bad consequences for individuals.

If you let yourself get bogged down with trying to find a solution that benefits everyone, you will end up paralysed and unable to take action.

A simple pros and cons list can help identify the short-term and long-term effects of a decision and how it will affect your team.

The fifth and final rule is?not being?afraid to re-evaluate. Crisis situations are often fluid and can change as more information becomes available.

Keep your goals and values in sight and regularly evaluate your decisions to keep the business moving in the direction you intend.

Remember, the first decisions you make during a crisis will not necessarily be the right ones moving forward. As long as you continue to communicate effectively with your staff, having the flexibility to pivot your decisions could be the life raft you need to weather the storm.