Being challenged in life is inevitable, being defeated is optional.
COVID-19 is forcing world leaders to practice crisis management in its purest and effective forms.
Initially, crisis responses tend to be constructive and characterised by decisiveness, effectiveness and maturity. People tend to switch into emergency mode and become laser-focused on the immediate situation. Yet as the initial acute phase of the crisis wanes, leaders will have to tackle a different set of problems. The practical side of crisis management will give way towards psychological warfare.
It does trigger unpredictability, frustration and insecurity in us and can cause irrational and inappropriate reactions as diverse in nature as in-fighting, panic and apathy. People become tired, passive and disillusioned. With the rush of adrenaline waning, there will be more pressure on both financial and mental resources.
The Phase in the Concurrent Situation
Psychologists do refer to this phase as “regression”. If you are unsure how deep you are into it, if at all, you might look for evidence in meetings: energy will drop, decisions will take longer or not be made at all and confusion and conflict may arise about the small stuff.
Blabbering is a sign as much as silence or unavailability. You can also look to yourself for indicators. As a leader, has your sense of conviction faded? Are you tired, mentally or physically; do you have urges to withdraw, even temper flares? Beware of a lack of a desire to delegate and a sudden “I will fix this myself” attitude.
To succeed and inspire as a leader you must anticipate and skilfully manage these dimensions to a crisis by using certain psychological tools. If you are absolutely 100% tied-up in the present, delegate the task of planning ahead to someone you can trust then you will be able to direct people in the right way.
How to make way for the direction of collective energies in leadership
Here are three pieces of advice to help direct your, or their, energies:
Remain at a distance physically, but move closer emotionally
Currently, teams are interacting almost exclusively through video conferencing and phone calls. However, isolation from the outside world and from social contact is quite stressful. Scheduling several daily updates will ensure everyone stays in touch and knows their daily tasks.
Reach out and connect so everyone feels part of the group even though they are in different locations. Do connect emotionally on every call by listening with the third ear; a concept from therapy that describes the art of listening to the melody behind others’ words. Please do listen to how people are saying things, not just what they are saying. For instance, who in your team is using humour in a mature way and keeping morale up? Conversely, who needs more support?
Listen, too, to what people are not saying and ask probing questions. This is important since people might be afraid to bring you more bad news. Crises do tend to bring out immature and primitive responses such as denial, repression and splitting. As a leader, you must be aware of these defense mechanisms and try to bring out the nuances and perspective to discussions where people do deny the seriousness of the situation or defend themselves by blaming or even finger pointing.
Balance presence with absence
As a leader, you may feel that you have to take the helm at all times and be totally omnipresent. Of course, you never can, but right now even less so. To compensate for the same, show your feelings through your gaze and with your words, conveying that you care about your employees and are concerned about the situation. In these difficult times, you will almost certainly make decisions that in hindsight, you would like to undo. So, take that as a given and relax about it as well. You might as well say things that are abrupt or inappropriate. If it does happen, recognise your errors and apologise quickly to emphasize that you meant only well.
Please note that you need to be just as skilled about being absent too. As always, but even more so than before, you need to be fit for fight; to have the energy to make decisions, and to be able to communicate with employees without snapping at them, adding to the existing emotional turmoil. Do not skimp on sleep, exercise or time-outs. Do build your reserves. Be sure to appoint one or two people who can take over for you when you are not present. Agree that you all should be able to ask for a time-out (even if you do not feel it is necessary).
Do not become too absorbed by the music – keep looking out to sea
It is vital to note that crises push leaders to the front line. This all-hands-on-deck approach sets a valuable example to the organisation; many leaders even admit to feeling invigorated and rejuvenated by the urgency of a crisis. But soon, you will have to reclaim your role as the captain and chart a concrete course through the crisis.
Indeed, any military officer knows the importance of maintaining the capacity for reflection, even if just for a brief moment, in the middle of battle.
Emergence in the path of victory
Do not be scared to go beyond navigating the immediate shore, and in order to start a conversation about what could be coming around the next corner. By discussing future directions with your team, you will give everyone a sense of control, which is central to performance when pressure builds.
The road to resilience is quite long and hard, but keeping your greater purpose in mind, staying ahead of the game and connecting deeply with your team are the steps that will ultimately ensure quality performance under pressure.
The secret of crisis management is not good vs. bad, it’s preventing the bad from getting worse. – Andy Gilman