A crisis, like the COVID-19 pandemic we’re in the midst of now, is almost guaranteed to have a permanent impact on the fabric of any company. The before, during, and after will all look distinctly different — and leadership during these phases are pivotal in shaping what the permanent impact will look like once this ends. Below are a few dos and don’t for leading during times of uncertainty to help you steer yourself and your employees through this storm.
Do set realistic expectations
You don’t want to tell your employees that everything is going to be okay if you don’t actually know it will be. You also don’t want to imply everyone will keep their jobs if you aren’t sure you can live up to that promise. Gene Klann, author of the book Crisis Leadership, lays out the goal of leadership during a crisis as, ”to reduce loss and keep things operating as normal as possible.” The first step in accomplishing this is to be candid with both yourself, your team, and your company about required changes, expected losses, and what a new future might look like in light of uncertainty and crisis.
Do provide an action plan
Unpredictability is a guaranteed byproduct of a crisis, but taking the time to be deliberate, focused, and intentional is critical for leadership. Appointing teams and sub-leaders to handle new processes that need to be put in place, planning reactions and pivots, and rolling out a crisis strategy are all actions that can make your teams feel organized and remove yourself as a bottleneck. Plus, planning inherently gives people more of a sense of safety and calm. Those are two things we can never get enough of during times of uncertainty.
Do under-promise and over-deliver
Leaders often over-promise during a crisis, leaving their teams even more devastated when the worst possible scenario does occur. Instead, only promise them what you know to be true. As a result, when and if you are able to over-deliver, your team morale will get a bigger boost. The pause-assess-anticipate-act cycle can empower leaders to determine what they can realistically promise and still be held accountable.
Do elevate optimism
People get scared during a crisis, and they look to their leaders to provide a sense of safety and reassurance. Be careful not to provide false reassurance. What you can do, though, is still elevate optimism within your team and culture. Start meetings off by sharing a silver lining, or propose fun icebreakers to encourage employees to discuss something fun. Human beings can easily get stuck in cycles of negativity, so being a source of positivity is a simple thing that can make a massive difference.
Do use tactful communication channels
Conversations surrounding productivity, budgets, and the future of your company are beyond challenging to conduct in normal working conditions. In our current climate, discussions now have the added complication of being forced to take place remotely, removing much of the personal compassion needed when these hard talks have to take place. When you have to deliver difficult news to your employees, take the time and care to create as much sense of connection and empathy as possible.
Don’t forget your employees’ humanity
It might be tempting to strictly see things through a business perspective when it comes to tightening the budget and surviving a crisis. However, cutting costs, even if that ends up meaning cutting jobs, does not have to be done with detachment. Sometimes it feels easier to make these hard decisions through the lens of business, but empathy costs nothing and is more valuable than anything.
Don’t act before assessing
During a crisis, things can change from minute to minute. A reactive decision based on a single piece of the puzzle often looks drastically different than an informed decision made after processing and assessing the complete picture. Try to get a grasp on the entire situation, evaluate the pros and cons, and take a step back to sit with the moving pieces before acting or making decisions.
Don’t lead with fear
You might be feeling overwhelmed by uncertainty and fear about the future of your company, but that fear is fruitless for your teams to feel right now. A delicate balance lies between creating a false sense of security and allowing your own fear to seep into your team and generate unnecessary panic. Try to be positive and proactive about things you can control and filter negative thoughts out of your group discussions.
Don’t abandon your core company values
Changes will be necessary during times of uncertainty, but the core company values you have established with your team are the one thing that should remain constant. Never compromise your identity and your mission in order to thrive through a crisis. Your business might survive, but the essence and identity of it will certainly not.
We are navigating unprecedented waters right now, and there’s no rulebook for how to make the best decisions for your company during a black swan event such as a pandemic. However, there are ways we can make it through this together. Contact Dr. Delligatti if you need additional resources and support for leading during times of uncertainty.