Leading in Crisis

I have this picture of President Bush hanging in my house as a reminder of the 9/11 tragedy and what people can do in response to a crisis with effective leadership. Those on the frontlines of healthcare, first responders, and others deserve leaders who are up to the task of supporting them in the challenging circumstances they face.?

Leaders must be aware of the critical need for leadership in a crisis situation as they take on the mantle of leadership when times are good. Our direct reports deserve to be led by competent, knowledgeable, and caring leaders who will provide the necessary direction and sensemaking in times of uncertainty. “It does not matter that this expectation may be misplaced, unfair, or illusory…When events or episodes are widely experienced as a crisis, leadership is expected.” (Boin et al, pg 13)

The loss of trust sustained when a leader fails to fulfill this responsibility is not easily recoverable. Skilled healthcare workers, first responders, etc., believe their leaders will be there for them like they are for their patients and the public. When the leader doesn't answer that call for help, our people and the public suffer. I have experienced the frustration of absent leaders when an obvious crisis was identified and unfolding. The frustration that stayed with me due to that absence was difficult to overcome.???

A crisis is the uncertainty accompanying a threat imposed on us in a short amount of time. Depending on the threat, the crisis can unfold in a short or more long, drawn-out period of time. Some crises can become chronic and present more complex challenges. It is the responsibility of a leader to be ever vigilant and responsive in identifying and acknowledging that a crisis is present and presents an issue. In a crisis, a leader has five key responsibilities to live up to the task of a crisis leader:

1. Sensemaking: Understanding the scope and scale of the issue is necessary for people to form a shared mental model necessary to form the response that will be necessary. A well-constructed picture of the situation will not manifest itself out of the dark for the leader to share. Developing this skill takes time and is a necessary competency for leaders to maintain when the time pressures and unknowns of a crisis present themselves.?
2. Decision making: Making decisions is the responsibility of the leader. Unknowns will perpetuate without a competent leader sharing the drivers of the crisis response. Trained professionals look to their leaders in unknown times to know where to devote their talents. Roles and responsibilities need to be clear to prevent confusion and frustration.?
3. Meaning-making: A leader is responsible for shaping the understanding of what is going on and why. A crisis without meaning leaves a void difficult to rally support for. People have an inherent desire to be part of the group with a clear vision of their role based on the shared story. In order to maintain credibility, it is essential that the group's leader be the one who shares and shapes the story for their people.?
4. Accounting: Normalcy must return to the group as soon as possible. In order for that to occur, an accounting of the crisis must be constructed and shared when reasonably possible.?
5. Learning: Strong emotions will be present once the initial shock of the situation is worked through. It is important that a leader acknowledge suffering and allow people to be heard. Encourage sharing experiences and lessons from the crisis to strengthen or rebuild trust. Do not allow the situation to be devoted to blame and self-defeating defensive tactics.?

These tasks can only be accomplished if a leader is present and engaged. Take the time to develop trust with your teams in good times, so your presence in the bad times is welcomed and inspiring. Our people deserve our attention. Lead with a passion of purpose and concern for your people.

9/11 Never Forget??

Boin, A., Hart, P. ’t, Stern, E. K., & Sundelius, B. (2019). The politics of crisis management: Public leadership under pressure. Cambridge University Press.?