However, this is one of those times. Just a few months ago, leaders had no idea that their world and the world of their employees was about to change. Words like “pandemic” “new normal” and “teleworking” have become a catch all phrase. Closing of schools, universities, stock market surges and social life abruptly coming to a halt could not have been imagined.
In these critical times, it’s only natural that people turn to their leaders for answers. They need assurance, or something to create a sense of normalcy amidst the chaos. As leaders, sometimes the authentic answer is “I don’t know right now”—quickly followed by, “And here’s what we are going to do.” In a crisis such as today, leaders need not only a Plan B but multiple plans of action.
Maslow’s Hierarchy
Start at the Bottom: In a crisis, you first need to meet people where they are. Avoid making assumptions that everyone is having the same experience. Focus on their most basic needs. Those need to be met first and they need to feel safe. Once their essential needs are addressed, then the focus can shift to alignment, common purpose, elevating others and even opportunities for growth.
Urgent vs. Important
During normal operations, leaders face a multitude of issues—both urgent and important. However, during a time of crisis, everything begins to blur as things are constantly changing. What’s important often becomes urgent, and the urgent becomes critical. Leaders need to look at their arsenal of talent and delegate the urgent by empowering others to lead around a common purpose.
Leave No One Behind
In a crisis, the power of connecting with your employees is key. Leaders must also motivate and inspire others—and show genuine compassion. This reveals a deep mindset of humility and accountability, rather than hubris and bravado.
Resources:
https://www.kornferry.com/insights/articles/ceo-coronavirus-crisis-leadership-q-a
By Carolyn Wright-Hérard, Ph.D
