Leading During a Crisis

"Success is not final, failure is not fatal: it is the courage to continue that counts"

-- Winston Churchill

In an earlier article, I talked about some of the personality types I've observed in teams going through high-pressure situations.

But what about the role of the leader? How can those of us in senior roles make a conscious effort to be the leader that a team needs in a crisis? Here are the 7 key points that I've learned from my experience:

1. Convey clarity, calm and confidence to your team and stakeholders - even when you don't have all the answers and you can't yet see a path out of the crisis. Your team and peers will be watching you carefully - your body language and not just your words.
2. Be authentic and genuine - don't pretend that things are better than they are, and don't provide false hope. More than ever, you need your team to trust you.
3. Maintain a broad perspective (despite being involved in blow-by-blow detail) - so that you can make the right macro calls and avoid tunnel vision. Technical teams have a tendency to keep chasing a problem (real or perceived) long past the point when a change of direction - or a parallel approach - may be called for. As the old leadership saying goes, you need to be "in the dance and on the balcony at the same time".
4. Demonstrate genuine empathy and support for your team - even if you feel that you could do with some empathy and support yourself. This includes ensuring that people rest and refresh, and "running interference" to protect the team from external distractions and unnecessary pressures.
5. Take accountability - own the problem that brought on the crisis as well as the response to it, even if you don't feel that it's "your fault". The time for reflection, explanation and improvement plans will come later.
6. Be strong and courageous - be prepared to make tough and unpopular decisions that you believe are in the best interests of your organization and your team. Expect that not all of these decisions will turn out to be correct in hindsight. If you're experiencing your first crisis, it is normal to doubt yourself - but remember that your organization put you into a leadership role because they have confidence in your ability.
7. Look after yourself too - ensure you take physical and mental breaks. Don't fall into the trap of exhausting yourself to the point where you cannot be an effective leader. Try to ensure that you have someone who can support you, even if it's simply to listen to your unfiltered thoughts and to show care.

I can't claim that I have always ticked these boxes as well as I could have; I suspect that none of us can! We are, after all, fallible humans affected by emotions. However, by consciously reflecting on our performance and behaviour after each time we go through a tough situation, and by learning from observing others, we can all keep striving to improve ourselves.