Leadership Crises are a leader’s baptism of fire
“Baptism of Fire” Photo by Mohamed Nohassi on Unsplash
#Leadership; #Technical; #Resilience; #Agile; #Communication; #Blog
If history has proven anything, it’s that our greatest leaders emerge from the darkest moments. Leading through volatile times is different from when business operations are going smoothly, but it is easier said than done. In any crisis, there is a natural temptation to simply wait it out, but today’s leaders cannot give in to this instinct. Leaders at all levels in society need to embrace the changes that crisis brings rather than struggle against them.
We live in an age of uncertainty, and companies need to figure out ways to adapt to the challenges that crisis brings. Organisations were forced to sink or swim, and without competent leadership, some inevitably sank. Leadership crisis is a crisis of character. Leaders are the ones behind the wheel, and it’s up to them to steer the organisation clear from the chaos. For it is in the chaos that the best leaders are forged. What specific roles do leaders play in these trying times?
“NY Times” Photo by David Smooke on Unsplash
In a recent article co-authored by Chris Fussell (Managing Partner at McChrystal Group), he states that in facing a crisis, the answer will not suddenly reveal itself; leaders must create solutions. Although I believe “give up more authority than feels natural” is subjective due to the need for stern leadership during these trying times. Here are the four steps that he listed:
First, don’t hunker down - Today’s leaders must stand and be visible to their organizations, their communities, and their families.
Second, demonstrate candour and demand it from the leaders below you - Organisations can handle bad news and tough times as long as they feel their leaders are focused on solving the issues at hand. Today’s leaders must be honest with their people to a level that will and should feel uncomfortable.
Third, give up more authority than feels natural – Organisations will need teammates making independent decisions close to the point of action, not waiting for direction. Be connected, listen, and adapt based on what your front line is telling you.
Finally, be more compassionate than you think you need to be - All of us learn by watching our teammates, and we gain confidence through informal feedback from our colleagues or bosses. We must immediately learn to reinforce camaraderie, esteem, and compassion, through whatever platform is made available to us.
Korn Ferry’s study on “Leadership Lessons from the Financial Crisis” shows that there are 6 lessons etched into the minds of experts across the globe.
o Hubris is a business liability - A high percentage of leaders of business that eventually failed had a high level of hubris. “They believed their own press and began to feel that their organisation worked for them as opposed to them working for that organization.”
o Be decisive and keep your employees engaged – During a crisis, you should still invest in your people, and make engagement and morale the most important things. A strong. decisive leader inspires his workers and fills them with courage.
o Develop support networks - On a micro level, support networks are critical for leaders, especially when leading through change and turbulent times
o Embrace diversity and inclusion - It’s hard to notice a threat when you are all in the same club, are part of the same culture and went to the same schools. It just reinforces your views. It is the alternative voices that may see it
o Balance risk with innovation - Put the client first and create solutions and products that serve their best interest without overextending any of the respective stakeholders involved. That is the best way to drive an innovation, risk-tolerant agenda, and it keeps the agenda on track.
o Be agile - During the financial crisis, it was the agile leaders and organisations that were able to weather the disruption by reacting quickly and decisively to market turmoil. It meant jettisoning the status quo and embracing the unknown.
The way I see it, being agile encapsulates what this era is demanding from our leaders. The ability to rise to the occasion and being resourceful allows us to address the rest of the lessons that our leaders are concerning themselves with. However, it is not nearly enough to survive the onslaught and do damage control. Leaders must “will” their organisations to thrive and innovate through volatility for the new normal.
“Eureka: Photo by ThisisEngineering RAEng on Unsplash
Innovation and resourcefulness are key factors for resilience. Explore all your resources and aim to be team players. Be resilient enough so that you aren’t overwhelmed by any situation.
Along with resilience, constant communication is key. It’s imperative to internally communicate in a clear and timely fashion. During volatile times, we need to make sure that everyone is on the same page and feel like they have the right resources to confidently do their jobs.
Leadership will drive the best success for each company. They need to inspire confidence in their people with passion, clarity, efficiency, transparency, and composure to make the best of the situation. These skills are essential for maximising success. A recent study by the Austin Technology Council on “Leadership During Crisis” found that these are what great leaders do in a crisis:
1. Sacrifices their time – Passionate leaders are naturally dedicated.
2. They are a rock and don’t panic – Good leaders exercise clarity in decision-making.
3. They make things happen quickly – Efficiency is essential and good leaders must possess it.
4. They communicate clear and honest expectations – Transparency allows leaders to gain empathy from their team, and thus, their collective commitment.
5. They keep their cool – Perhaps the most difficult is to maintain composure when the whole room is burning, but that is what is expected of great leaders.
Critical to success is morale. People are motivated differently so the more power you can decentralise from yourself, the more opportunities you offer for people to grow and experience that growth for themselves.
The measure of a good leader is not seen individually but through a collective effort on how they drive their team. What good leaders do is help people unlock their own talent and manage their own growth, all whilst showing confidence in their organisation’s ability to adapt. Believe in your people and in addition to that, believe in yourself. At the end of the day, no matter how much you empower your team, they will still look for a commanding presence to guide them. Lead with certainty and you will come through this crisis stronger than might seem possible today.
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