It may not be easy to stay calm, focused and decisive in times of a significant crisis like we are experiencing with the COVID-19 pandemic, but it is possible. Given that most crisis situations emerge suddenly and without warning, leaders need to be agile, ready to respond, possess emotional intelligence and the ability to see problems from all angles. Our latest blog post discusses some of the key skills that leaders need to navigate a crisis.
Leadership is tested in times of adversity, not strength and COVID-19 has put much pressure on organisations and arguably leaders are being tested like they haven’t been before.
Performance under high stress can show a leaders strengths and weaknesses with employees casting a watchful and critical eye over whether their manager has what it takes to steer the ship through the storm.
Whilst being a leader in this climate is an unenviable task, the good news is that it can be a wonderful opportunity to shine. Long after the COVID-19 pandemic is over, employees will speak of how their leader made them feel in what could possibly be the greatest time of uncertainty in their working life. Here are some leadership skills to consider:
With a crisis comes heightened emotion, however it is important that a leader can acknowledge their emotions and see the problem logically. An emotionally intelligent leader has self-awareness, self-management, social awareness and relationship management skills. Each of these helps a leader face a crisis with controlled emotions and a stable leadership persona.
Communicating clearly, concisely and in a timely manner is essential. Sometimes this means telling your team that you do not have any more information. In the absence of clear messaging, employees will join the dots themselves, no doubt leading to the wrong conclusion. Leaders need to determine the critical information and relay this in a calm and focused manner.
A crisis does not favour leaders who struggle to ‘roll with the punches’. The very nature of a crisis is that it is extreme and unpredictable which relies on leaders to constantly change and adapt multiple times in the day.
Having a ‘Plan B’ is not enough and leaders need to be able to think laterally to generate solutions to new problems. Leaders are encouraged to be open to the ideas and insights of others and to be ready to create new and unique processes to meet the business demands.
For example, leaders may benefit from having a 15-minute morning standup meeting where employees are invited to brainstorm their ideas and solutions to complex issues. The diversity of thought coupled with an open mind and adaptable approach will be critical.
The ability to effectively manage relationships at all levels is critical in a crisis. Relationship management is about being aware of all the key stakeholders and interacting with purpose. It involves:
It can become tempting to lose patience, become frustrated and deliver orders bluntly and it is easy to get so lost in the problems at hand that stakeholders are forgotten.
Leaders who can demonstrate strong relationship management skills will ultimately be more successful, so they are encouraged to consider their relationship management plan and stick to it.
For example, it is recommended leaders map out their own communication strategy and engagement plan and put reminders in their calendars to touch base with key people.
Sometimes an unexpected crisis creates pushes a leader way outside of their comfort zone. They may be required to make groundbreaking, disruptive or unpopular decisions which attracts strong opposition.
The leader’s role is to consider the credible points and information provided and use it to make an informed decision. There are countless leadership decisions made in crisis that are unsupported, but it is important to be brave enough to make the tough decisions.
For example, due to circumstances beyond an employer’s control a part of the business may need to be closed with severe implications for employees. Most leaders will be anxious of commencing communication and consultation for fear of the employee response. Employees will usually hold their leaders accountable for how quickly and authentically they communicate so leaders are encouraged to be brave as most workers will respond appropriately when they trust in their leader.
The only certainty about a crisis is that the unexpected will occur. Not only will circumstances change, but leaders will need to manage employee responses and behaviours during this time. A solution may present itself, however this may sit uncomfortably with the team or it may have personal implications.
It is important to manage the facts and to do your best to anticipate employee behaviour. A crisis will generally bring out some undesirables behaviours, so it is important to show some flexibility in leadership style.
Australian workplaces have only just begun the fight against COVID-19and already there are plenty of casualties. Our fear of the unknown can hinder a leaders courage as we seek to ‘batten the hatches’ and prepare for the worst.
For those of us in a leadership position, this is our chance to be brave and to create a safe place for our teammates. Sure, this is an unimaginable leadership challenge, but it is a challenge worth accepting where the rewards are just as high as the stakes.
Members can access a 'Key Skills Every Leader Needs in a Crisis' summary which includes even moreleadership tips to successfully navigate a crisis.
For further assistance pleasecontact usor call the Workplace Advice Line on 1300 55 66 77.
More Coronavirus (COVID-19) advice and resources can also be found at Ai Group'sdedicated webpage. Specific COVID-19 HR Resource Centre and Health & Safety Resource Centre content to assist memberscan be foundhere.
Georgina is Senior HR Content Editor – Publications at Ai Group. She is an accomplished Human Resource professional with over 25 years of generalist and leadership experience in a broad range of industries including financial services, tourism, travel, government and agriculture. She has successfully advised and partnered with senior leaders to implement people and performance initiatives that align to business strategy. Georgina is committed to utilising her experience to create resources that educate and engage and is passionate about supporting members to optimise an inclusive workforce culture that drives performance.
