The Four Most Important Principles When Leading Through a Crisis
The events of this year have undoubtedly created challenges for organizations as they weather the storm of a pandemic both financially and operationally. Many have been forced to make the difficult decision to trim their workforces, resulting in layoffs and temporary furloughs. Leaders are now left with the cultural implications of downsizing, coupled with continued uncertainty as the pandemic continues and questions about the economy loom. It is during these times of volatility and crisis that leaders are needed the most. They will be asked to chart the course for an unclear future, re-engage their teams, and fulfill the missions and goals of their organizations.
Crisis leadership is perhaps the most difficult, and arguably the most valuable, skill for an executive or manager to master. Doing so requires adherence to four key principles; what I call the “4 Cs of Crisis Leadership:”
Compassion
Communication
Community
Courage
There is always opportunity in every crisis. In this case, it is developing the ability to lead teams through uncertainty — a skill that will pay dividends for any leadership career. Below are each of the four principles in detail:
Compassion
Teams that have been reduced by layoffs and furloughs will likely suffer from a strong sense of unease. Team members will wonder if their jobs are safe and will worry about an uncertain future. Those that remain after cuts may experience “Survivor’s Guilt,” which is the guilt experienced when a team member was fortunate to keep their job, while many of their peers were not. It is also possible that the remaining employees are left with an increased workload since there are fewer coworkers left on the team.
It is important that leaders acknowledge the feelings that their teams are experiencing and express empathy in both one-on-one and group discussions. It is also recommended that leaders understand that these feelings can affect the engagement and focus their teams exhibit towards their work. To help with grief, leaders need to be approachable and human. In other words, it is acceptable to admit your own emotions and acknowledge the contributions of those that are no longer with the team. Lastly, for those that were laid off, thank them for their time with the organization, offer job search assistance, and connect them with others in your network to help them get back on their feet.
Communication
As previously mentioned, uncertainty will loom over the team regarding the state of the business, additional layoffs, etc. To make matters worse, teams that have been forced to work remotely may experience a sense of isolation from their team members and from their leader. Without consistent and frequent communication, speculation will naturally arise, which tends to nearly always be toxic to workplace culture.
Leaders at all levels should increase the frequency of touch points with the team to compensate for the lack of face-to-face interaction that would occur under routine circumstances. If leaders normally speak to their teams on a bi-weekly basis, I recommend meeting with them weekly, or even daily, if possible. Town hall meetings are a great way to be candid and to allow team members to direct the conversation regarding their concerns and questions. Regardless of which medium is used to increase communication, I recommend discussing how the pandemic has impacted the organization’s operations and financial performance. Transparency and honesty are always an effective cornerstone for leadership.
Remind team members of the purpose of their work as it is quite possible that the meaning of their work will get lost in the chaos of the day and from the isolation of remote work. Share stories of how the team’s work has positively impacted a customer or others on the team in order to reconnect them to their purpose. It is also important to recognize those on the team that have stepped up during the crisis. Appreciation, which is different from recognition in that it is driven by a leader’s acknowledgement of each team member’s value as a person rather than just positive outcomes, is also crucial during this time.
Senior leaders of organizations should capitalize on this opportunity to develop junior leaders on crisis leadership. As part of touch points with their direct reports, senior leaders should include tips on how to keep their teams engaged, while embodying these lessons with their daily actions.
Community
In the modern world, work becomes intertwined with life and personal identity. Work is often a major component to a person’s sense of purpose. The people we work with often become a second family and a sense of belonging and camaraderie are important drivers to engagement and retention. It is very likely that the crisis has threatened the sense of community on the team, particularly if the preceding two principles are not being followed.
To counter the destructive effects of a crisis on the team’s sense of community, organize sessions that are not work-related such as happy hours, coffee hours, book clubs, or game sessions (all of which can be conducted virtually). By doing so, a light-hearted atmosphere will be created that allows team members to reconnect and rekindle work relationships. Team members can use this time to share funny stories of being quarantined with their families and significant others, new hobbies they’ve picked up, etc. Leaders can use this time to show vulnerability and admit how the crisis has been tough on them as well.
Courage
The 3 preceding principles require conversations that will likely be uncomfortable, particularly for leaders who aren’t accustomed to a servant mentality of leadership. I follow a simple but powerful mantra for leadership that may help in these circumstances:
Be comfortable with being uncomfortable. If leadership is 100% comfortable to you, it likely means you aren’t growing.
Today’s conversations held by leaders are non-routine and difficult but if they’re conducted with thoughtfulness and consideration, they will yield dividends in terms of influence and respect. Leaders should take the pressure off of themselves to always have the answers and instead focus on being present, transparent, and candid with their teams.
Lastly, is to remember to take care of yourself and recharge. Teams need leaders the most at this moment and your sense of purpose as a leader may have never been more evident.
One bonus principle that can potentially qualify as a fifth “C” is collaboration. During this time, leaders should resist the urge to act alone or turn a deaf ear to ideas created by their peers or their teams. Crises by their very nature are unprecedented events and can place immense strain on leaders as they maintain the general course of business. They can also be incredible times for reinvention, therefore leaders should work closely with their teams to gather ideas for the how the organization can pivot, create new value, and improve their operations.
Crisis leadership is not easy, and for most leaders, will likely not come naturally. It is often the difference between organizations that survive or wither during unprecedented times. With compassion, communication, community, and courage, executives will lead their teams through uncertainty and raise their effectiveness during a time when they’re needed the most. These four principles will create an environment of mutual respect, which will improve engagement and the performance of teams.
