TIMES OF CRISIS, TIME FOR GREAT LEADERSHIP?

The DANA has opened a new crisis in Spain, but this time it is not only economic, but also one of confidence. The word "crisis" means "change" in Greek, and any change must be led by great leadership. What has happened in the Spanish Levant has shown that the population needs solid leaders, capable of offering solutions and creating a better future, leaders who generate confidence. Now more than ever, it has been shown that leaders must possess certain attributes and skills that they have developed throughout their careers and that will allow them to be effective. These attributes can be summed up in five: being able to create a vision, communicate it effectively and generate buy-in, being able to make decisions, being passionate about the work and having a genuine interest in people. If we apply them to what happened in the Valencian Community, we will clearly see that these attributes were not present in those who had the responsibility to offer security, information and solutions to a population that was practically abandoned. How must they feel about the lack of leaders during this terrible tragedy?

While it was taking place there was a lack of vision to understand, from the first hours, that the consequences of the rain would be severe personally, economically and socially, but also to anticipate the enormous need for resources that would be required to rebuild streets, infrastructure, businesses, clean up, prevent infections and sustain families for a long period of time. There was also a lack of communication to alert, prevent, advise and prepare the population for the hard road ahead; adequate communication to give a sense of mobilization, so that the population would see that the bodies of all the competent administrations would be available to do whatever it takes to help. Also missing was a leader capable of quickly analyzing the evolution of the situation and making decisions at the right time, without delay, on urgent issues such as the sending of alarms and critical information. Someone who could contact other administrations to ask for help if necessary. That leader also had to be able to coordinate a team and make sure that everyone was focused. When the health and lives of many people are at stake, the leader does not sleep, eat or take vacations. And, moreover, he does it because he deeply believes that the most important thing is people, he believes that in a genuine, natural and spontaneous way.

Leaders are leaders because that is how people see them, because they generate trust. How difficult it is to reach that point where people are not afraid to face crises because they know that a good leader is leading them to better times. But trust is not earned, it must be earned. Over the years I have come to realize that the two fundamental ingredients that make a leader build trust are competence and character. The former has to do with demonstrated knowledge, experience, know-how and past results. But a high level of competence, although positive and necessary, is not enough to generate trust. The leader's character is a set of attributes that can add or subtract when we think about the trust he or she generates in others; attributes such as values, frankness, clarity of intentions. Character is basic, intentions must be good, fundamentals solid and values strong.

In the management of the crisis generated by the dana, those responsible failed, they did not respond to the expectations of the population. They had errors of vision, communication, planning, decision making, and failed in their level of dedication and urgency. Rejection has been the reaction of the population, which is not surprising. Those affected, and Spanish society in general, are wondering whether our supposed leaders have the right skills and character to deal with such a tragic situation. A deep rift has been created between the leader and its people. We can find other similar examples not only in public organizations, but also in private companies and organizations. Employees look to their leaders; children look to their parents. When it is necessary to transform, change course or generate something new, the leader is a reference for everyone. In times of crisis, change and transformation, solid leadership is needed.

Now is the time to bring about change; companies must change their leaders if they are not up to the task, and the people must change their rulers. Another alternative is to wait and pray that a new crisis never comes, but hope is not and will never be a good strategy.