How to Lead in a Crisis

I just returned to the United States from a vacation. I find that the country is in a state of crisis due to COVID-19.

I went shopping last night, just after we got home, to restock the kitchen. Store shelves are empty. People are hoarding toilet paper, water, chicken, hand sanitizer, whatever.

In Alaska, my home state, we’ve had 1 case: A cargo pilot passing through. As a result, emergency action has been taken by both our governor and our mayor. Schools and businesses are shutting down. Social distancing is the new norm.

The Power of Perspective

I saw a man at the store today wearing mosquito netting over his face. Not at all sure what he thought he was protecting himself from. Granted, we do have ferocious mosquitos in Alaska. But not this time of year.

I’ll be upfront about my opinion: This Coronavirus scare is severely overblown.

More people will suffer ill health or die this year due to bad eating habits and not moving enough than will ever be impacted by the invader from Wuhan. In spite of this, no one is making a rush on produce sections of the store or their local gym. But perspective matters. And perspective, in a crisis, is everything.

Leading Hearts and Minds in a Crisis

I have a background in crisis. I used to be an international relief worker in disaster and war zones. There are many different levels of crisis. This is one. But most of this one is one of perspective. Of the heart.

In actual war or significant natural disaster – life still goes on. Everything doesn’t stop. At least not for long. Things may not go on as normal. But people continue to move forward. You have to. You can’t stop and keep living.

Good leaders step up during these times. How you lead in a crisis – real or perceived – matters. And when you lead, you are leading both the hearts and the minds of those around you. In most issues, not just crisis, people make their decisions emotionally and then rationalize them after. Leaders have the de facto role of being definers of reality. Leaders also have the role of creating a vision for the future. It’s part of what leaders do.

What is the reality you are currently defining for those you lead?

What is your vision for the future, as it relates to this pandemic?

It matters.

It’s important because there are always some who take a cynical view of the saying, “Never let a crisis go to waste.” They’ll exploit the fear, anxiety, and anger of others to their own advantage.

So, you need to lead your people. Towards safety and safe thinking. Away from fear, anxiety, and anger.

Principles for Leading in This Crisis

• Care for and consider others: Don’t hoard. Instead, share. Don’t treat others poorly, be kind. Don’t take advantage of others, serve. Don’t ignore their concerns, empathize
• Do no harm: Be safe and be safe for others. The reality is, this is a bad cold. But if your immune system is compromised, it could be lethal. We don’t want people to get sick or to be afraid. So take and promote proper precautions.

But catastrophizing is another harm. Right now, the most vulnerable people in our society are at even greater risk than before. It’s that much more difficult for the elderly and infirm to meet their basic needs. Work closures will be disproportionately felt by those living paycheck to paycheck.

Don’t allow preventing one problem to create another equally or more damaging problem.

• Meet people where they are – lead them to where they need to be: Our people, our customers, and our vendors will be all over the map in terms of how they are responding. It doesn’t matter if we agree with them or not. There is no point in arguing, being impatient, or expressing frustration.

Good leaders will meet people where they are, and gently lead them to where they need to be.

• Recognize this is about perceptions, so shape perception. Ultimately, this will pass. Just like the swine flu, the bird flu, hoof and mouth, Mad Cow, and Y2K. This time next year, we’ll have something else to stress about.

Shape the perceptions of others. Don’t feed the fears of others but don’t deny them either. Lead them to a belief of a positive future. Then take them there. Do what you need to do to take them there.

• Find novel ways to serve: Many businesses and organizations are just closing. But most could find new ways to serve their customers. Be creative.

I’m not being flippant here. This is important: The organizations that find creative ways to meet the needs of their customers will come out ahead in spite of or even because of the crisis. The others who just hunker down and wait will take a hit.

Don’t just take the hit. Be flexible, be creative.

My wife is a counselor. Just a year ago, she wasn’t comfortable with the idea of doing teletherapy. Now, she’s moving her practice that way – at least for a time. I am too. Speeches and workshops I was scheduled to give will now be delivered virtually. These have the advantage of being easy to record, so I’ll be able to make them available to others who can’t attend. I’ll be meeting with clients in the same way.

Personally, I’m not worried about the virus. But I recognize that many others are – or their staff is. It doesn’t matter to me. I’ll find a new way to serve.

In Closing

Lead your people. Don’t react to everything that’s going on around you. Lead.

Don’t allow yourself to be drawn into the anxiety of others. But recognize that is where some people are at. Be safe for them.

Keep finding ways to creatively serve during this time.

Take good care,

Christian

Would you like my help for yourself, your team or board to get a clear vision of 2020? Don’t leave it to chance. Give me a call 907-522-7200 or e-mail me.

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