"Leadership" actions in special times

In these special times, the cohort of Executive Clients I mentor have naturally been keen to discuss and seek advice about their roles and priorities as 'Leaders' especially through such unique circumstances. From this perspective and standpoint, here are a few of the central things we are discussing:

Communicate, communicate, communicate

During a crisis try to constantly ‘communicate’ with all your stakeholders whether team members, other departments & employees, partners, your senior managers & board members and externally with customers, suppliers and other agents & investors. Thoughtful, frequent communication shows that leaders are following the situation and adjusting their responses as they learn more. This helps them reassure stakeholders that they are confronting the unique situation. Maximise use of the “virtual environment” (Zoom, Skype, Microsoft Teams, Google Meets etc) for all work and social activities you normally perform in person. Be transparent….you simply can't over-communicate in a crisis.

Provide Calm, Perspective, Optimism & Confidence 

Practice ‘calm’ or the ability to detach from a fraught situation and think clearly about how one will navigate it. Calm and perspective can be achieved by remaining well-grounded and practising humility rather than helplessness. An overall important quality is “optimism”.  Leaders must project “confidence” that the organisation will find a way through its tough situation and realism that they recognise the crisis’s uncertainty and requirement for collection of latest information etc. and that they are adapting in the changing situation. Despite the challenges develop a “things will get better” vision.

Opportunity to accelerate change

The Mandarin character for “crisis” has two parts: one means “danger,” but the other means “opportunity.” So whilst Leaders must understand the risk of the crisis to their business and health, don’t forget that also this is a unique chance to innovate and grow. "Never let a serious crisis go to waste. And what I mean by that it's an opportunity to do things you think you could not do before." Rahm Emanuel past Mayor of Chicago and Chief of Staff to Barack Obama. A crisis provides leaders and organisations the opportunity to accelerate change to get things done that were maybe put off or resisted before. It is an opportunity to be ‘assertive’ to change the game with new initiatives . Looking at the crisis just as ‘something to get through’ alone will fail to capitalise on the opportunities that present as business is unlikely to return 100% exactly to the way it was before. Be ‘Proactive’ rather than ‘Reactive’ and seek to suggest and lead change within the organisation and the market.

Empathy, Care & Work/life balance

Great leaders ‘care’ about their employees as people first and employees second. That distinction may not be noticed during normal times but it becomes critical during a crisis. Since each crisis will affect people in particular and different ways, leaders should pay careful attention to how people maybe struggling and take corresponding measures to support them.Try and be a voice of reassurance when others on your team begin to get down. Roll up your sleeves to offer to help a colleague in need and be a role model in ‘care’. With circumstances dictating the requirement to be at home with our families while we work, encourage your people, first and foremost, to make their loved ones a top priority. Encourage parents to spend enough time with their children; advocate on their behalf for a healthy work-life blend so that they are getting the hours they need to balance their family priorities. If you look after your team members...they will take care of the business and customers for you.