EDITOR ’ S QUESTION

Whatever the cause , the immediate organisational response is often the same : Confusion . Chaos . Conflict . Then ( imposed ) Control , anticipating that it will result in Certainty .

In such high-pressured situations , it is understandable that leaders employ the skills and behaviours that have anchored them , previously , to success . But what if those skills and mindsets don ’ t re-establish certainty ; in fact , what if during a crisis they make things worse ?

Success not sinking

What is the best way for leaders to deal with a crisis ? Quite probably , do the opposite of what many leaders do .

Don ’ t retreat to acting out the centuries-old ‘ hero ’ story of leadership and control . When confronted by a crisis , it is very natural to respond with a mindset that ‘ I – and I , alone – will lead us out of this ’.

However , leaders simply don ’ t have enough time , experience or expertise to deal with all components of crises . And because your

WHAT IS THE BEST WAY FOR LEADERS TO DEAL WITH A CRISIS ? QUITE PROBABLY , DO THE OPPOSITE OF WHAT MANY LEADERS DO . stakeholders are so savvy , you impose solutions and outcomes on them at your peril . From a place of courage , leaders can only successfully deal with crises by admitting to themselves that they need to share . Share making sense of the problems faced . Share decision-making . Share control .

The best way to deal with a crisis requires leaders and organisations operating , in parallel , at two speeds – a sprint and a marathon . It requires adaptation .

1 . There is a sprint necessary to defuse any ‘ explosive ’ conflict occurring with staff , customers or other stakeholders . Underpinned by emotional intelligence , this requires reaching out to the aggrieved to proactively listen and then sincerely respond to their issues . Collaboration and open communication , not imposition and secrecy . 2 . There is the disciplined marathon necessary to strategically confront the crisis and rebuild trust , where applicable , or the organisation . Underpinned by seeking a truly holistic understanding , there are several key considerations including :

• Adapting leadership . The senior voice must be emotionally intelligent and able to regulate their behaviour in the coming stressful months .

• Adapting mindsets and assumptions . Narrow mindsets in the ‘ war cabinet ’ constrain success . Seek out and collaborate with influential stakeholders with similar goals but different perspectives .

• Adapting communication . Get the balance right . Proactive and transparent rather than overwhelming .

• Adapting tactics and even strategy . Don ’ t remain rigid . If your tactics aren ’ t working , shift direction . Find opportunities in the crisis .

• Adapting structure . To enhance agility , decentralise problem solving . Back your teams .

• Adapting future efforts . Become more anticipatory through learning transformative foresight . Be proactive , less reactive , in response to future crises .

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