Six Lessons on Navigating a Crisis—From the Leaders Who Have Done It Before

There is nothing quite like a crisis to bring people together.

Over the last few months, we have seen countless examples of this: Neighbors helping neighbors. Communities coming together to “clap for carers.” Companies pivoting to produce in-demand medical supplies like masks and ventilators. Colleagues checking in on colleagues as workplaces are disrupted and childcare becomes harder to find.

I have also seen numerous examples of leaders reaching out to their peers, offering to help them think through the challenges they are facing and come up with solutions they might not otherwise have thought of. Interactions like these underscore just how novel our current situation is and just how much we can learn from each other during this time.

With this in mind, we recently interviewed senior executives and board directors who had previously navigated crises to find out what they had learned from their experience and what guidance they would give to directors trying to overcome today’s challenges. Based on their hard-won experience, they emphasized the need for board leaders to communicate often, elevate the narrative and avoid declaring victory too soon.

Take a look at some of the actions they recommend:

• Take Note of What This Moment Reveals about Leadership Teams—and Succession Pipelines: During times of tremendous pressure, the board will see which executive leaders rise to meet new challenges and inspire confidence—and which do not. During a crisis, boards have a unique opportunity to sharpen their understanding of who their leaders truly are and how they should adjust both short- and long-term succession plans.
• Closely Manage—and Monitor—Board Culture and Behaviors: Crises and stress inevitably amplify behaviors for better and worse. Directors are tested in new ways, and their engagement with each other sets the tone for how effective the board will be. This moment will reveal the strength of the board’s roster.
• Curb—and Channel—Your Enthusiasm: Chairs need to manage and temper well-intentioned directors who are eager to assist management, as their involvement may overwhelm an already-crowded effort and bog down management teams with distracting requests.
• Challenge the Optimism of Your Worst-Case Scenario: The board needs to push management to look at the true worst-case possibility. Scenario planning by executives is often too rosy, based on the worst that has ever happened in the past, not the worst that could happen in the future.
• Challenge Premature Declarations of Victory: Even if it appears that the waters have calmed, the crisis is likely not over. It is important that neither directors nor executives get a false sense of security as soon as indicators start pointing in the right direction.
• Live Your Values and Set the Tone: Boards will be defined by how well they set the tone for the organization during the crisis—and how well they model that tone themselves. Embodying aspirational values will inspire others and instill confidence within the company.

Irrespective of industry, a crisis of this magnitude acts as a true pressure test for boards. The ability to get guidance from experienced directors is invaluable.

What have you learned about leadership in the last few weeks? What advice do you have for your fellow leaders?