Behaviours that help to overcome a crisis

Behaviours that help to overcome a crisis

The roles of managers have changed dramatically in recent weeks. These four behaviors are especially important now. 

Before Covid-19, executives in high-growth companies focused on driving innovation, increasing sales and gaining market share. Today, they have to make quick decisions - to control costs and maintain liquidity. In doing so they encounter unforeseen obstacles: Supply chain problems, understaffing and operational challenges that drastically change the scope of their tasks and priorities. At the same time, they and their teams are constantly faced with health and safety concerns, working from a distance and supporting their families during the pandemic. This is not an easy task. Those responsible are tested in areas where they have not yet fully developed their leadership skills while new challenges are constantly being added. They will need coaching (from their bosses and others). They also need to cultivate four behaviours to move forward in the crisis.
 

The situation changes from day to day - sometimes even from hour to hour. The best managers process the available information quickly, quickly determine what is most important and make decisions with conviction. During a crisis there is a risk of cognitive overload; information is incomplete, interests and priorities can clash and emotions and fears increase. This can easily lead to paralysis of analysis, which is exacerbated by the natural tendency of matrix organisations to build consensus. Leaders must break through the inertia to train the organization today for business continuity while increasing the chances of mid- to long-term success by focusing on the few things that matter most. A simple, scalable framework for rapid decision making is key. You and your executives should:

• Define priorities. Identify and communicate the 3 to 5 top priorities. At an early stage of the crisis, these may have included employee security, financial liquidity, customer service and operational continuity.
• Making smart compromises. What conflicts could arise between the priorities you have outlined? Between the urgent and the important? Between survival today and success tomorrow? Instead of thinking about all possibilities, the best leaders use their priorities as an evaluation mechanism to force compromises.
• Appoint decision makers. Determine in your central sphere of influence who owns what. Empower the front line to make decisions wherever possible and clearly state what needs to be escalated, by when and to whom.
   

Strong leaders anticipate the changing circumstances. They look for input and information from various sources, are not afraid to admit the unknown and bring in external expertise when necessary. You and your executives should:

• Deciding what not to do. Large initiatives and expenditures pause and recklessly set priorities. Publish your decisions "what not to do".
• Throw out the practice manual from yesterday. The measures that previously produced results may no longer be relevant. The best managers adapt quickly and develop new attack plans.
• Establish direct connections to the front. In triage situations it is crucial to have an accurate, up-to-date picture of what is happening on site. Managers must receive an early and frequent assessment of the situation. One way is to create a network of local leaders and influencers who can speak with in-depth knowledge about the impact of the crisis and the feelings of customers, suppliers, employees and other stakeholders.
   

The best managers take personal responsibility in a crisis, even if many challenges and factors are beyond their control. They align team focus, establish new metrics to monitor performance and create a culture of accountability. You and your executives should:

• Stay alert and follow a daily list of priorities. Managers should document their five top priorities in a concise manner and ensure that they are not in conflict with higher priorities.
• Set KPIs and other metrics to measure performance Choose three to five metrics that are most important for the week and have managers report regularly on each one.
• Keep mind and body fit. To perform reliably, managers must maintain their resilience even when others lose their heads. Establish a routine of self-care: healthy eating, exercise, meditation or whatever works best for you.
   

In times of crisis, no task is more important than taking care of your team. Good leaders understand the circumstances and distractions of their team, but find ways to motivate them by communicating important goals and new information clearly and thoroughly. You and your executives should:

• Connect with individual team members. Request a daily "pulse check" by blocking the time on the calendar. Get in touch first on a personal level and then concentrate on the work. Ask your people about their state of mind and the highs and lows of the week.
• Go the extra mile to engage your teams. If communication breaks down and leaders act without team input (which can happen more easily if work is done remotely), you will get below average results.
• Ask for help if necessary. The best managers know that they cannot do everything themselves. Establish team structures and assign individuals to support important efforts.
• Make sure that both customers and employees are the focus of attention. In order to strengthen relationships and build trust, you should not focus on yourself, but examine how you can really help your customers - for example, by suggesting payment plans to alleviate their liquidity shortages or by offering free services or benefits in kind. To support employees: Lead with empathy and focus on health and safety. Compassion is very important in turbulent times.
   

As a leader, you navigate through new and ever-changing priorities with limited reaction time. An investment in training and coaching can do much to increase the effectiveness of your managers. Once the acute crisis is under control and you have a moment to catch your breath, think about who was up to the situation, who fought and why. Consider how roles in the post-crisis world will change and whether your key leaders are positioned for success. Finally, and most importantly, ask yourself who you want at the table, both in the current crisis and in the future, when you move towards a new normality.