Leading Through Crisis

Fear is a normal part of human existence. Every day we’re faced with threats to navigate and fear is usually an indicator that some action is needed. What happens when the threats we face are the result of an epidemic, a natural disaster, or an act of terrorism? We adapt to survive. 

We’re hard wired to fight, flee or freeze; this is our nature and these reflexes serve us well. But for the collective to thrive and emerge from crisis intact, strong leadership is needed. That leadership emerges when we recognize our habitual reactions, pause for reflection and counsel, and respond with clear purpose. 

Go ahead, look in the mirror: What were your initial reactions to the news of the spread of COVID-19? Were there immediate actions on your part? Was there a pause before acting? Did you gather information and seek expertise to drive necessary changes in your business? Did you make informed decisions and clearly communicate them within your company and beyond?

Regardless of industry, we are all impacted by major events in our community. During times of crisis, our responses amplify the strengths of our leadership— as well as our fuckery. We either galvanize trust or we lose it. We amplify chaos or we contain it.

Self-awareness is essential for leading through crisis. 

How well do you know yourself? Do you react to real and perceived threats with fear and panic?  If so, can you replace fear with knowledge and trade panic for a plan?

If your brain is spinning out with doomsday predictions and worst-case scenarios, you are not in a position to lead. Focus on activities that reduce immediate stress and surround yourself with people that help to put your mind at ease. 

Go for a walk. Call a friend. Gather reliable information. Avoid the hysteria generated by social media. Get some good sleep. You have to take care of the brain basics first because self-regulation is required to lead through crisis. Failing to regulate your activated nervous system exposes those around you to additional confusion and potential harm. 

Failing to regulate your activated nervous system exposes those around you to additional confusion and potential harm. 

When we are in a triage position at work we cannot be losing our own shit. If you’re fully occupied doing the latter, do it on your own time—don’t bring that into the office and expose your coworkers to all that hullabaloo. High levels of stress compromise our immune systems and we can’t afford that ever, not just when there’s a global pandemic at play.

Anti-fear is anti-fuckery

Once you’ve pulled yourself off the ceiling, sit down and assess your thoughts and behaviors some more to develop an informed strategy for coping.

• Name it to tame it.
  The shortest route to move from your amygdala (the brain’s fear/threat center) back to your prefrontal cortex (the area of the brain responsible for planning complex cognitive behavior and decision-making) is to put words to what you’re feeling. Language slows down your fear response and activates your frontal lobe. If you struggle with an emotional vocabulary, pick one from here or settle on common ones like:

  • I feel scared for myself and my family.

  • I’m feeling totally overwhelmed by the choices I have to make.

  • I feel angry.

  • I’m feeling unprepared and foolish.

  • I’m worried about the economic impact on my business.

  • I feel anxious about the unknown and how bad this could get.

  • I’m freaking out about losing my job and my healthcare.

The Feelings Wheel, based on Nonviolent Communication by Marshall Rosenberg, Ph.D. Artwork by Bret Stein.

• Once you’ve identified a feeling or three, explore it more deeply.
  Maybe you prefer self-reflection, maybe you need a thought partner. Do what you need to clarify what you’re afraid of and the problems you are facing. You can’t fix what you don’t understand. Ask for help. Solicit input. 

• Brainstorm how you can reduce chaos by adding order.
  Gather data. Use facts. When moving forward, recognize when you’re being reckless or getting paralyzed; both are dangerous. Collectively construct a plan, while acknowledging that the plan is likely to  change and evolve. Remind yourself that control is an illusion and knowledge is power.

How you show up as a leader

The people we work with have influence on our wellbeing and the state of our nervous system. No matter what our position is in an organization, colleagues continually assess how others respond to crisis. When we are a leader or influencer, our actions carry additional weight as status supports or threatens personal safety. We can fan the flames of fear through inaction and reactivity or we can demonstrate a steadiness and resolve to communicate in word and action.

There is no place for scarcity or isolation when leading through crisis. 

As leaders, our overarching attitude and mindset needs to be a resounding and confident, “We’ve got this.” It is our job to actively listen and understand needs. It is our job to practice empathy and assess the concerns of internal and external customers. It is our job to take decisive action and own the actions we take. It is our job to consider how to center justice as we design and implement new practices.

Your neighbors might model hoarding behavior, rushing to the store to buy all the black beans and toilet paper. Others hunker down and refuse to come out until the threat of danger passes. Not you. There is no place for scarcity or isolation when leading through crisis. 

You champion ways to share limited resources at work and in your community. You use your power and position to advocate how to best use limited resources. You make personal choices about what you will go without and how you will get by. You get creative. You adapt. You f-ing inspire others to do the same. 

This is the work of leadership.

Fuckery Prevention Guide

The cumulative stress of leading through crisis means our bad habits are more likely to pop up. Here are a few tips to maintain and build trust during difficult times:

• Notice if your own fear rushes inadequate and ill-informed solutions

• Pause to listen and seek counsel from other stakeholders

• Ask for help—this is no time for arrogance

• Gauge where your own rugged individualism squashes collective problem-solving

• Acknowledge new policies and procedures need to be monitored and tweaked

• Give employees the benefit of the doubt—don’t assume they’re taking advantage of you

• Admit when you make a mistake—you won’t get everything right

• Cultivate a collaborative learning environment—we’re in this together

• Encourage dialogue about how changes are impacting people 

• Understand that each of us responds to crisis and change in unique ways

In times of crisis we choose to build belonging and togetherness. Sure, some folks only care about saving their own ass; that’s not leadership. Neither is exploiting others, especially the most vulnerable populations. 

Truth is, fuckery is exposed with greater accuracy in states of emergency. The ‘haves’ and ‘have nots’ are more pronounced, what money can buy is more obvious. Who has support—and who doesn’t—is clear. But by the same measure that heightened stress uncovers fuckery, it also illuminates actions for the greater good. All the show-us-what-you’re-made-of platitudes are grounded in the reality that leaders’ values are revealed by the actions we take during times of uncertainty and fear.

Know your values. Act on them.