HOW TO LEAD EFFICIENTLY IN TIMES OF CRISIS

Randy G. Salvador

That being said, there’s no handy manual out there that can guide a leader through a crisis. This is because while there can be certain protocols in place that prevent a crisis from happening, each new crisis is unique in its own way, with its own problems and quirks and will require a different approach from the one used before. The real test of leadership does not occur when everything is smooth sailing. Rather, leadership is oftentimes tested during a crisis. The way a leader behaves and acts during a crisis will establish their credentials as a good leader or a poor one. Very often, the unpredictable nature of crises means that leaders have no time to prepare. It is very much a do or be destroyed situation. Additionally, there’s no telling how long a crisis will take to blow over. Leaders have the ability to sink an organization faster than a ship with a leak or literally lift an organization from the ashes. A quick search will reveal many success stories or failures during the time of crisis. But instead of dwelling on the end result. This is one of the most important things a leader needs to do, especially in times of a crisis. During a crisis, everybody looks to a leader for the next step or for reassurance. If a leader projects fear and unease, that unease transmits to everyone else, much like a contagious disease. This is why is absolutely necessary for leaders to look like they are masters of the situation. Employees need someone they can rely on, not someone they need to reassure. But confidence is not the only thing leaders need to display. Honesty is key as well. While the urge to state that ‘everything is going to be fine’ is going to be overwhelming, it is important for leaders to be realistic. They need to tread a fine balance when stating the magnitude of a situation. Overstating or understating the magnitude of a situation will not help in the slightest. In fact, it might actually impact the recovery process.

There are a few situations where leaders are supposed to make quick decisions or hard decisions. A crisis is one of them. Leaders need to be able to make decisions on the fly, and in some cases, they might need to make the hard decisions, the ones they know are not going to win them any points.

There is no time to dally or even ponder the pros and cons of a decision at a leisurely pace. Leaders who take action, who are decisive and who are open to adapting their decisions to suit the needs of a situation are going to have more success weathering a crisis than a leader who chooses to wait and wait and not take action. In an immediate crisis, a work environment can very quickly devolve chaos because of all the emotions running high, with stress and fear being at the forefront. It is imperative for a leader to take control and stop the panic from spreading. In fact, this is often the first thing a leader has to do when news of a crisis breaks. This might involve quickly delegating tasks or simply bringing a room to order. Either way, it is only possible to begin a crisis action plan if everyone involved is focused and determined to complete the task on hand.

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The author is OIC School Head / Head Teacher III at Division of City of San Fernando, (P)