Surface Ripples

Leading Through Crisis

Something I’ve discovered through experience is that most of the time, we’re not judged by how we handle “business as usual” but rather by how we respond in a crisis.

My first ever experience as a newly qualified manager in one of the world's global banks was when our bank was asked to absorb the business of another which was being closed for a number of reasons into which I won’t go into here.  Our business literally doubled overnight and we had neither the systems, manpower nor infrastructure to cope.  We did it because Senior management showed the qualities outlined below.

A “crisis” could be anything:

• A competitor suddenly launching a new product.
• An unfavourable change in legislation.
• War breaking out. 
• A customer complaining.
• A pandemic (most of us will remember this!)

“Crisis management” is very different from “business as usual management”.  Most of us can probably remember a time when a “crisis” erupted and someone let us through it calmly and successfully.

Harry Karydes identifies seven key qualities of a good “crisis leader”:

They stay calm.  Fear is contagious, so is calmness.  Some  people just seem to remain calm, whatever's happening around them.  They're the ones around whom people gather when things get tough.  Rudyard Kipling in his poem If sums it up well: “If you can keep your head when all about you are losing theirs and blaming it on you… you’ll be a man, my son!“

They acknowledge that there’s a problem.  If you’re the only one pretending everything‘s okay when others can see it isn’t, who do you think they’ll trust?  Be honest: point out the challenge but give hope.

They give direction: people are looking for what to do.  We need to remind them of what we’re really looking to “get to”, not just what we’re looking to “get through”.

They communicate: if they know something, they share it and also they share what they don’t know!  Assumptions fill the place of the confusion caused by silence.

When they make decisions, they do it based on principles rather than because “they must do something”.  They base their decisions on values.

When people make an effort or achieve something (however small) they recognise that effort and praise even small wins.  They also offer support.

They act as the “thermostat” rather than the “thermometer”.  This means they set the tone in the crisis, remaining steady, strong and “human”.

The loudest person in a crisis isn’t a leader - they’re more likely to be a liability.  They don’t panic instead, what they do is provide clarity, direction, support and praise.

My own experience has shown me that it’s all too easy to get caught up in “crisis mode”.  The pressure to do something can be enormous and everyone is looking at the leader to do that thing.  Panic simply breeds more panic, fear and confusion.

Equally, we’re all taught to have “crisis plans” to cater for various contingencies and events.  Whilst these are a great framework, as one person so rightly pointed out, “crises don’t come with instructions. Nor do they give any warning.”

What gets us through crisis is “resilience” - that indefinable ability to stay calm, analyse the situation, understand the underlying issue/cause and then be clear about how to go about it.

I deliver change in markets ranging from the most developed to “emerging” economies. With a wealth of international experience in international financial services around the world running different operations and lending businesses, I started my own Consultancy to provide solutions for improving performance, productivity and risk management.  I work with individuals, small businesses, charities, quoted companies and academic institutions across the world. An international speaker, trainer, author and fund-raiser, I can be contacted by email. 

Labels: Crisis Management, Leadership, Strategy, Teamwork

posted by William Martin @ 10:46