7 Ways To Lead In This Crisis And Beyond

When times are good, a captain can rest back and let their first officer cruise their vessel over tranquil water. But when a storm approaches, a captain must take the helm by the hand and steer their ship toward clearer skies.

The current COVID-19 crisis has all the appearances of a massive storm. Unemployment worldwide is skyrocketing to heights unmatched since the Great Depression and set the economy possibly years back to recover. To escape the gravity of the situation, an entrepreneurial business no longer needs to be managed but courageously led.

Why?

The right leadership actions are powerful and can be a matter of life and death, depending on the situation.

Managers Can't Take Risks

There is nothing inherently wrong with being a manager. A manager does just that, managing resources and team members to deliver a predictable result. Managers are commonly a risk-averse animal; they don't want to upset the balance and only want to hit goals set out months before.

Alas, when a dilemma develops, managers can be overwhelmed when processes break down and promised goals can no longer be hit.

Leaders, on the other hand, are a different breed. They understand risk and that sometimes a challenge is an opportunity to change the status quo.

When your firm faces a crisis or a new economy, you can no longer just wear the hat of a manager but more so the leader. What does this look like? And what makes a manager sharp in a crisis?

1. Remember: Mind Over Matter

There are two critical mindsets that you need as a crisis leader. The first is that you need to be externally calm and unattached from the situation that you find yourself in. You can't be swept up in media hysteria.

Secondly, you need to exhibit confidence in your ability to turn the situation around. Remain realistically optimistic and believe that with the right action, any disaster can be averted.

2. Take A Moment Before Taking Action

A leader is an information seeker. Try to understand a situation from all angles and get as much "right" advice as possible before taking action. You can't rush headfirst into things and deploy emergency resources based on emotions or previous experience.

A classic example of a leader who paused before taking action was Captain Chesley "Sully" Sullenberger, who paused before taking action on US Airways Flight 1549. Despite commands from the air traffic controllers to return to the airport, the captain looked over his instruments to discover he did not have enough lift to make it, choosing instead to land in the river and save all onboard. It was proven had he followed instructions immediately, the aircraft would not have made it back.

3. Don't Hesitate

Don't hesitate when it comes time to call a play.

Use the framework provided by Havard Business Review (registration required) to make quick decisions with the following steps.

1. Identify the priorities. What needs to be done first in this crisis? Limit your list to three to five items.

2. Understand the pros and cons. Scale the action's advantages and its disadvantages with tools such as a SWOT analysis.

3. Delegate and empower. Give the tasks to the right team members and make them feel responsible.

4. Action over mistakes. Even if the move was a step in the wrong direction, at least you did something rather than nothing.

4. Listen

When a crisis strikes, team members will look to the leader for guidance and evidence that they are on your mind, too. They will ask questions like, "Will my family be OK? Will I lose my job? Will I get paid?"

You need to show that you are listening and that you care about their concerns. You need to let them know that you see them struggling and show real compassion. Set some time to reach out to team members to engage them and hear their thoughts. Have an end-of-the-week meeting to touch base and wind down any concerns.

Be alert about your team's mental health challenges and help where you can.

5. Get Hungry For Risk

Now that you have the foundations to become a great leader and the intelligence to plan your next move, it's time to get an appetite.

Leaders need to move beyond the calculation of risk versus reward. When the very survival of the business is at stake, a leader needs to embrace change and see it as a way to improve the current situation. The old ways were not flexible in a time of crisis (hence why you are here); thus, the only forward is to welcome the new.

6. Focus On The Fundamentals

In good times a manager can indulge in extra entertainments and consider business as usual as a sure thing. A leader in a crisis knows the goal is to live to see another day and that the business fundamentals are the only way to get there.

First focus on what makes the firm have positive cash flow, followed by effective marketing, and eliminate any distractions that will not lead to your goals. Focus on deliverables and monitor fundamental performance.

7. Don't Forget To Communicate Authentically

As a leader, you might find yourself suggesting to others to leave you alone to think, process information and make the right choices. However, locking yourself away can do more damage than good for team morale.

Leading in crisis is not the same as crisis communication; you need to be sure that you set the right tone for messages. Be authentic, don't be evasive and don't have a questioningly upbeat note. Answer employee questions frequently and ensure that you showcase open and transparent communication, even if you have nothing to update.

This current crisis is a necessary test for leaders everywhere, separating those who are merely managers daydreaming through their careers to dynamic captains of industry.

Which one are you?

This article was first published in Forbes.