Question

Weathering the Storm: How to Lead through the Chaos of Change

Answer 1

Ans) Sometimes small to mid-sized firms don't see the need for a crisis plan, assuming that worrying about such outcomes is something only larger enterprises have to do. According to one study, only 54-percent of firms bother to create such a plan. This, however, is akin to sailing without life vests.

- When a crisis arrives, it's imperative to remain calm, focused and cognizant of the fact that everyone is looking to you for leadership. It's exceedingly difficult act to master if you're roiling in your own deep sea of uncertainty and doubt.

- Drafting a formal crisis management plan is the best way to avoid this, as it gives you a foundation on which to build your crisis response. Instead of dealing with the situation in an improvisational fashion, you'll have a well thought-out playbook to guide your actions.

- The truth is that while no two crises may be precisely alike, most of them come in familiar shapes: A product recall, legal trouble, security breaches etc. By exploring these scenarios with planning tools such as decision trees and role playing, you can create a detailed response plan that will help you exhibit strong leadership while minimizing the risk of unforced errors.  

• Maintain Open Communications:
In times of crisis, it's natural for members of an organization to feel anxiety about how they will be affected by events that are unfolding. Staff members are going to want reassurance that leadership is doing everything within its power to resolve the situation. The same holds true for customers.

• An open channel of communication is vitally important during these scenarios. Without it, staff members will quickly grow concerned, filling in the blanks with supposition and rumor -- which if left unchecked, can spread rapidly and cause serious harm to morale.

Instead, acknowledge what you can (while exercising discretion with regard to sensitive information) and ensure you have a system that encourages timely, two way communication. If someone has a question, make sure there is a process in place for answers.

While open communication is essential, it's also important to consider how your messages are being conveyed. Great leaders tend to have one thing in common: They are also great communicators. They understand what motivates and moves people and they know how to connect with audiences -- all essential qualities during a crisis.

• Leadership After the Event:
When chaotic or challenging situations arise, adrenaline starts to flow. Leaders are galvanized into action by the need to take strong measures to protect the viability of the organization. It's often an "all hands on deck" situation until the issue is resolved.

The aftermath, however, is another story. Leaders must be careful not to empty the fuel tank during the most intense portions of a chaotic period, as the weeks and months after a crisis event are often just as critically important to the future of an organization.

Leaders should also endeavor to learn everything they can from each event. Meet with people, ask them about their experiences and gather feedback. Have your team document each step taken during the crisis and review the overall efficacy of the response. Be rigorous in your evaluation and ask the hard questions: Could you have seen the problem coming? Did you miss any indicators? Was your leadership style effective?

After the review is finished, make changes to your crisis management plan as needed.