Leading in uncertain times

As a leader, have your received training or guidance on what to do during a company wide crisis? 

What are your responsibilities to your team?  To your organization?  How do you take care of your team and yourself?  What should you prioritize?  When should you send out communication, to whom and what should you share… the list of questions goes on.

The following is a list and with some considerations to support leaders as they work through a crisis: 

1.      GATHER INFORMATION:

Constantly look for data and social cues. What does the data tell you? How will the current situation impact the team, you, and the organization?

2.      PREPARE AND CONTROL:   

What do you need to prepare for and prevent?  What are the best and worst case scenarios, and their potential short and long term impacts?  Align with other leaders on a strategy and determine your required resources.  Determine who and what you need in the short and long-term to support you and your efforts?  How will you convey and build trust with your team? (hint, use inclusive leader strategies).  What do your teams need in the short-term?  Speed of action-determine what is ‘urgent’ versus what can be postponed to a later time.  Revisit your list regularly to re-prioritize as needed and determine what has changed and requires updates..

3.      COMMUNICATE: Trust is critical during a crisis.

Assign and centralize a key source of truth (small team or individual) and tell everyone who it is to minimize rumors and panic.  Align with colleagues on all messages to ensure consistent and timely information is shared.  Ensure all communication has a purpose.  What is the reason for the communication, has something changed?  Keep it concise.  When you don’t know something just say so and then work on finding the answers.  It’s okay not to know. 

Ensure the details are audience appropriate-some team members need to know more details than others (be clear on why and when).  Keep it short and meaningful.  Aim for 3 key information points with 3-4 sub-points of what they need to know now and when the next update will be.

Be aware of unconscious bias and cultural sensitivities; be careful of your language.  When speaking, be conscious of your verbal and non-verbal language (they have to match for your teams to believe you).  Actions speak louder than words; keep your promises. 

Maintain open communication.  Provide a venue for feedback to listen and respond appropriately to questions and concerns.   

4.       SHORT AND LONG-TERM STRATEGIES:

With your cross-functional partners, determine when and what you need for your teams and organization. Prioritize and align. What are the short term goals for the team and organization? When there are updates or changes, how do they impact previous long-term strategies? What scenario’s need to be considered? 

How do the recent events change the way you and your teams work in the future? What will remain the same, what needs to change?  What new processes and documents needed to support the new way of working?   How will customer engagement be impacted by your team’s new processes? What will your teams need in the long-term?  

Resilience: how does your organization compete during and after the crisis?

5.      ENGAGE AND LEARN: 

Take the opportunity to reflect and learn and grow as a leader.  Build stronger connections with your team.  What characteristics do you need to develop or demonstrate in order to support your team and your organization? 

Be innovative; look for creative solutions, be agile and anticipate working through obstacles such as remote working, failing technology, supporting your team through stressful situations, and so on.  Seek information and support outside of your normal access points and systems to gain better perspective and insights.

Everyone handles stress differently so look for cues.  Listen and lookout for team members who are challenging the information being communicated; learn why and address their concerns (it could just be fear).

6.      COMMUNITY: Every crisis is different; don’t work through it alone.

Reach out and join a community to assist yourself and others. Create a mastermind group or one that is similar to share and support each other. Share your insights, concerns and what you have learned; what worked and didn’t work. Together you may find solutions faster.

Perfection during a crisis doesn’t exist, you’re doing your best. Just remember to stay calm, communicate, support your teams using Inclusive Leadership and get support for yourself.  I’m here to support you too.

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As a former senior finance leader, Zoe has received awards and recognition for her leadership skills and high performing teams.  She attributes her success to the benefits of building and leading her teams through practicing Diversity & Inclusion.  As an employee engagement consultant, she utilizes both Diversity & Inclusion and Process Improvement work to support organizations who strive for higher employee engagement.