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Career coaching


4 BEHAVIORS THAT HELP LEADERS MANAGE A CRISIS

by
 * Chris Nichols,
 * Shoma Chatterjee Hayden,
   and
 * Chris Trendler

by
 * Chris Nichols,
 * Shoma Chatterjee Hayden,
   and
 * Chris Trendler

April 02, 2020
Andy Roberts/Getty Images
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Summary.    Employees thrust into leadership during a crisis need to be coached
in four behaviors to be most effective in their roles. They must decide with
speed over precision, adapt to changing circumstances boldly, reliably deliver
despite environmental factors, and...more
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In these difficult times, we’ve made a number of our coronavirus articles free
for all readers. To get all of HBR’s content delivered to your inbox, sign up
for the Daily Alert newsletter.

The roles and responsibilities of business leaders have dramatically changed in
the past few weeks. Before COVID-19, CEOs and other executives in high-growth
companies were focused on fostering innovation, driving revenue, and gaining
market share. Today, many of those same leaders must make rapid decisions about
controlling costs and maintaining liquidity. They may encounter unforeseen
roadblocks — supply chain issues, team shortages, and operational challenges —
that drastically alter the scope of their roles and priorities. All the while,
they and their teams are navigating health and safety concerns, working
remotely, and supporting their families through the pandemic.

This is not an easy transition. Those in charge will be tested in areas where
they have not fully developed their leadership muscles, and the learning curve
will be steep. They will need coaching from their own bosses and others.

FURTHER READING

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Having conducted more than 21,000 leadership assessments among C-suite
executives, our CEO Genome research team at ghSMART has learned that to move
forward in a crisis, leaders need to cultivate four behaviors in themselves and
their teams. They must decide with speed over precision, adapt boldly, reliably
deliver, and engage for impact. The tactics below can guide you as you coach
your leaders in these key behaviors.

Behavior 1: Decide with speed over precision.
The situation is changing by the day — even by the hour. The best leaders
quickly process available information, rapidly determine what matters most, and
make decisions with conviction. During a crisis, cognitive overload looms;
information is incomplete, interests and priorities may clash, and emotions and
anxieties run high. Analysis paralysis can easily result, exacerbated by the
natural tendency of matrixed organizations to build consensus. Leaders must
break through the inertia to keep the organization trained on business
continuity today while increasing the odds of mid- to long-term success by
focusing on the few things that matter most. A simple, scalable framework for
rapid decision-making is critical.

You and your leaders should:

 * Define priorities. Identify and communicate the three to five most important
   ones. Early in the crisis, those might include employee safety and care,
   financial liquidity, customer care, and operational continuity. Document the
   issues identified, ensure that leadership is fully aligned with them, and
   make course corrections as events unfold.
 * Make smart trade-offs. What conflicts might arise among the priorities you
   have outlined? Between the urgent and the important? Between survival today
   and success tomorrow? Instead of thinking about all possibilities, the best
   leaders use their priorities as a scoring mechanism to force trade-offs.
 * Name the decision makers. In your central command “war room,” establish who
   owns what. Empower the front line to make decisions where possible, and
   clearly state what needs to be escalated, by when, and to whom. Your default
   should be to push decisions downward, not up.
 * Embrace action, and don’t punish mistakes. Missteps will happen, but our
   research indicates that failing to act is much worse.

Behavior 2: Adapt boldly.
Strong leaders get ahead of changing circumstances. They seek input and
information from diverse sources, are not afraid to admit what they don’t know,
and bring in outside expertise when needed.

You and your leaders should:

 * Decide what not to do. Put a hold on large initiatives and expenses, and
   ruthlessly prioritize. Publicize your “what not to do” choices.
 * Throw out yesterday’s playbook. The actions that previously drove results may
   no longer be relevant. The best leaders adjust quickly and develop new plans
   of attack.
 * Strengthen (or build) direct connections to the front line. In triage
   situations, it’s crucial to have an accurate, current picture of what is
   happening on the ground. Whether running a supply chain, leading a waste
   management company, or overseeing a pharmaceutical company, leaders must get
   situational assessments early and often. One way is to create a network of
   local leaders and influencers who can speak with deep knowledge about the
   impact of the crisis and the sentiments of customers, suppliers, employees,
   and other stakeholders. Technology can bring the parties together; think
   internal wikis that capture issues, solutions, innovations, and best
   practices. Effective leaders extend their antennae across all the ecosystems
   in which they operate.

Behavior 3: Reliably deliver.
The best leaders take personal ownership in a crisis, even though many
challenges and factors lie outside their control. They align team focus,
establish new metrics to monitor performance, and create a culture of
accountability.

You and your leaders should:

 * Stay alert to and aligned on a daily dashboard of priorities. Leaders should
   succinctly document their top five priorities (on half a page or less) and
   ensure that those above them are in accord. Review performance against those
   items frequently — if not daily, perhaps weekly — and make sure that leaders
   share this information with direct reports. Review and update your “hit list”
   at the end of each day or week.
 * Set KPIs and other metrics to measure performance. Choose three to five
   metrics that matter most for the week, and have leaders regularly report back
   on each.
 * Keep mind and body in fighting shape. To reliably deliver, leaders must
   maintain their equanimity even when others are losing their heads. Establish
   a routine of self-care: a healthy diet, exercise, meditation, or whatever
   works best for you. Stock up on energy, emotional reserves, and coping
   mechanisms.

Behavior 4: Engage for impact.
In times of crisis, no job is more important than taking care of your team.
Effective leaders are understanding of their team’s circumstances and
distractions, but they find ways to engage and motivate, clearly and thoroughly
communicating important new goals and information. This point deserves extra
attention, because although the COVID-19 pandemic is, of course, a health
crisis, it has sparked a financial crisis as well. Your leaders need to
reiterate new priorities  frequently to ensure continued alignment in this time
of constant and stressful change.

You and your leaders should:

 * Connect with individual team members. Reach out daily for a “pulse check”
   with least five; block out time on the calendar to do this. Relate on a
   personal level first, and then focus on work. One leader we know conducts
   30-minute “wind down” sessions with direct reports each Friday afternoon via
   Zoom. People share their states of mind along with the week’s highlights and
   low points.
 * Dig deep to engage your teams. When communication breaks down and leaders act
   without team input, as can more easily happen when work is remote, they get
   subpar results.
 * Ask for help as needed. The best leaders know they can’t do everything
   themselves. Identify team structures and assign individuals to support key
   efforts.
 * Ensure a focus on both customers and employees. To support customers: Reach
   out, but first do no harm. Track and document intel across your customer
   base. To strengthen relationships and build trust, keep the focus off
   yourself and explore how you can truly help your customers — for example, by
   proposing payment schedules to ease their liquidity crunch or offering pro
   bono or in-kind provision of services. To support employees: Lead with
   empathy and a focus on safety and health. Compassion goes a long way during
   turbulent times. Find ways to lend material aid to frontline employees who
   cannot work remotely, such as first responders, couriers, and trash
   collectors.
 * Collect and amplify positive messages —successes, acts of kindness, obstacles
   that have been overcome. Many companies are tied to a noble purpose, such as
   saving lives, manufacturing medical equipment, helping markets function more
   efficiently, or providing joy. Whatever your purpose, celebrate your daily
   (often unsung) heroes. Simply staying productive in these times is heroic.

Training your team for crisis leadership.
As a leader of leaders, you are navigating new and ever-changing priorities with
limited time to react. Some small investments in support and coaching can go a
long way toward boosting your leaders’ effectiveness.

Moments of crisis reveal a great deal about the leaders below you.Once the
immediate fire is under control and you have a moment to catch your breath,
think about who rose to the occasion, who struggled, and why. Consider how roles
will change in the postcrisis world and whether your key executives are
positioned for success. Last and most important, ask yourself whom you want at
the table both in the current crisis and in the longed-for tomorrow when we
emerge to a new normal.

If our content helps you to contend with coronavirus and other challenges,
please consider subscribing to HBR. A subscription purchase is the best way to
support the creation of these resources.

READERS ALSO VIEWED THESE ITEMS

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Read more on Career coaching or related topics Crisis management and Leadership
and managing people
 * CN
   Chris Nichols is a leadership advisor at ghSMART, where he advises leading
   corporations and investment firms.
 * Shoma Chatterjee Hayden co-heads ghSMART’s Leadership Development and
   Coaching practice. She focuses on helping CEOs and their teams increase their
   collective resilience and performance.
 * CT
   Chris Trendler is a Partner at ghSMART where he serves leaders in
   private-equity-backed and Fortune 500 companies on their most critical talent
   decisions.

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Read more on Career coaching or related topics Crisis management and Leadership
and managing people
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TEADS

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STRÖER SSP GMBH (SSP)

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BOMBORA INC.

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SPOTX, INC

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DELTA PROJECTS AB

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EMETRIQ GMBH

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ONETAG LIMITED

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ADOBE ADVERTISING CLOUD

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WIZALY

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JIVOX CORPORATION

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CELTRA, INC.

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MAINADV SRL

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GEMIUS SA

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GP ONE GMBH

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CINT AB

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GFK SE

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AMAZON ADVERTISING

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