How to lead (well) in a crisis

This is perhaps one of the first times when so much of the world—is in crisis at the same time.

As countries around the world enter different forms of lockdown in a bid to contain fatality--we are experiencing a world that till now has largely only been seen in post-apocalyptic movies. The overwhelming experience everywhere seems to be different shades of bewilderment.

Even if you have had a long career, there is little that prepares leaders for what they are experiencing today. After all, crisis leadership rarely figures in most organizations leadership development program.

(Side note: Now that we know better--it really should).

So what does it mean to lead a crisis well?

1. First, Manage Yourself.

Leaders are as human as anyone else.

And humans are biologically primed to experience a crisis as a threat to our survival (which in this case it may even be). And when we feel threatened, we automatically activate that part of our brain that responds through "Fight, flight or freeze". All very natural--and yet none of which helps us in this situation.

Understanding and being aware of our own very human response to the crisis allows us to work through our own process of de-activating the part of our brain (the Amygdala) that lacks the executive function we need.

This is specially challenging when many of our go-to methods--running, going to the gym, socialising are not possible in many parts of the world. Yet find alternatives you can work with.

2. Second, Take a step back for perspective.

A second thing that happens when we feel under threat is that we regress to our tried and tested ways of dealing with a situation.

Known as the threat-rigidity phenomenon, when organizations feel threatened they tend to fall back on the few things they know how to do really well. Except that in this case--that may not be possible, or even a good solution.

In a situation like the one we are facing, do not expect to have the answers--no one does. But it is your job to be able to see the big picture and make sense of many (often conflicting) pieces of information.

So speak to people. Many people. Inside and outside the organization. Ask them what they are seeing. And try and piece together the big picture. Being able to make sense of a dynamic ever changing situation is key to everything else.

3. Next. Respond to your teams need for clarity

A crisis is stressful for everyone. Chances are that your organization and your team also don't know what to expect. And they are almost certainly looking at you for answers.

Never is sense-giving as important a function of a leader as it is in a crisis.

Speak to your team as often as you can to share the larger picture that is emerging and your response to it. Speak to what changes and what doesn't. Directly address their fears and anxieties and provide a time and space when either you or someone in your team can take questions.

4. Fourth, Acknowledge the ever-evolving situation we are in.

No matter how clear things may seem today, they could change tomorrow. In fact they likely will change.

And this ability to stay open to continuously re-evaluating the big-picture is as important.

"People who are right a lot tend to be people who keep changing their minds"

Jeff Bezos

 While conferences have spoken about the "VUCA world" for years--today we are living it.

And rapidly changing situations need a rapidly changing response. And your team and organization needs to understand this. So communicating regularly and often is key.

5. Next, Focus on what doesn't change. Remember--you are making history!

When everything around seems to be changing it is hard not to be bewildered. So focus on what is not changing. This could be the purpose of the organization, it could be its values, it could be its spirit.

Whatever it is that doesn't change--

Amplify it!

Long after the crisis is over, people will remember what you did. They may even share stories about how your organization dealt with a difficult time. Remember it is only when our values get tested that people believe in them.

6. Don't forget to speak to a wide range of stakeholders

Even as you are doing your role to lead your team, don't miss out speaking to other critical stakeholders too. Share with them what you are seeing, how you are responding to this situation and what (if any) help you need from them.

Their support will be very helpful as your formulate or action your responses.

7. Finally, Display "Exemplary Empathy"!

Be kinder than you need to be. Everyone needs some understanding and empathy.

"I am spending a lot of time in one on ones with my Area Sales Managers. Just to ask them how they are doing through this", Sales Director.

Few of them would in the ordinary course have had the opportunity to speak with someone so much more senior.

What better way to ensure that they will stay engaged with the organization?

And what better way to ensure that when things ease up--you will have an engaged work-force ready to leap ahead.

Now, we have all heard that when the going gets tough--the tough get going.

Well the going is tough!

(Shalini Lal is an organisational consultant and writer. Her new organization "Unqbe" helps leaders find answers to leadership challenges of a fast changing world. She has a PhD in Organizational Science from UCLA, and an MBA from IIM-A. She is also the author of "The secret life of organizations" and "In search of change, planned and emergent". Read more here)