Since the economic downturn which has plagued businesses and organizations over the last few years, companies have had to learn to cope with crises on a larger scale. A common mistake that many managers attempt is a temporary fix, or hunkering down. While this might fix short term problems, not dealing with the larger issue at hand will only hurt the organization in the long run. Luckily, there are practices in place which can aid managers in dealing with long-term crises—namely, adaptive leadership. Adaptive leaders do not merely do quick fixes to solve the immediate problem, but also use the current situation to reorganize the company by changing the key rules of the game, reshaping parts of the organization, and redefining the work that people do.
However, before any of this may occur, it is imperative for the leadership to ensure that the crisis has been properly managed. When dealing with a crisis, it is common to go through the following five steps:
1) Sense-making: immediately following the crisis, determining "what the hell just happened"
2) Decision-making: deciding what needs to be done
3) Meaning-making: trying to understand the crisis within a larger context
4) Learning: knowing what to do for the next time something similar happens
5) Termination: closure
When dealing with a crisis, it is also important to consider what part of the organization’s identity must be preserved and what must be trimmed to ensure progress. An evaluation of the organization’s values, motives, and goals will aid with the reconstruction and will also help the process move towards a workable future.
As a manager, personal reactions to the crisis at hand will become influential for how others perceive the change. For example, a delicate balance exists between serenity and discord: change is not forthcoming without a sense of urgency, but if too much negative stress is present then progress is hindered. The manager must work to depersonalize conflict so that conversations are focused on issues and perspectives rather than the individual parties offering their opinions. Taking a tip from politics, to get to the heart of the matter a manager must also look into the repercussions and effects the situation is having on their people. Because of the stress and pressure inflicted on members of the organization, managers also need to create an atmosphere that welcomes discussions on difficult topics; otherwise, people with insightful ideas that run contrary to public opinion will be too afraid to voice their opinions and essential progress will be halted.
Another important aspect to consider when dealing with a crisis is the importance of opening up communication and encouraging people to produce solutions to the problem at hand. One avenue of doing this is to seek the opinions of people different from you. By engaging a wide spectrum of ideas which may not be apparent to you due to differences in experiences and views, you are increasing the chances of arriving at an agreeable solution to the crisis.
As a manager in the throes of a crisis, there are a number of methods to employ which will improve your leadership. By giving yourself permission to be optimistic as well as realistic, your attitude will create a healthy, yet tense dichotomy between the viewpoints. Exploiting this tension will keep your optimism from turning into denial of the crisis and your realism will not become clear cynicism. Also, finding a sanctuary to reflect on what is going on will help to rejuvenate your outlook. Reaching out to people not associated with the crisis will reduce the stress placed on your own shoulders. These confidantes should be sympathetic to you, not necessarily to the issues at hand. Rehashing what is happening, discussing possible alternatives, and unloading the stresses of the day to the confidante will allow you to straighten things out in your mind, as well as get you thinking about the reasons for your actions thus far. Additionally, displaying emotions at the workplace can be an effective tool, but only if it is balanced with poise. By bringing out more of your emotional self, you are letting people know that the situation is indeed fraught with feelings, but it is not out of control. Finally, do not focus so much on your role in the crisis that you lose yourself in the process. If this happens and the crisis passes, you will be vulnerable if your single focus is suddenly gone. And single-mindedness when it comes to tasks can be harmful as it closes you off for other opportunities.
Crises can happen—and will happen—to anybody. While they may range from a small change in the organization to a colossal disaster, it is important to retain control over the situation. By following the previous steps and tips, managers can successfully navigate through the troubles and, hopefully, be prepared if the situation ever arises again. As Dr. Maxwell Maltz once remarked, “Close scrutiny will show that most ‘crisis situations’ are opportunities to either advance, or stay where you are.”
Bibliography
Heifetz, Ronald, Alexander Grashow, and Marty Linsky. "Leadership in a (Permanent) Crisis."Harvard Business Review (2009): 62-69.
Nelson, Debra L., and James C. Quick. ORGB. Mason, OH: South-Western Cengage Learning, 2011.
