This is the second of a two-part series published this week by IOCI, in addition to Leading Through Times of Crisis – Part I.
What behaviors and attitudes should we look for in our leaders during times of crisis?
When asked what is essential to lead through crisis, Marialane Schultz, CEO of IOCI says “these uncertain times call for capable, flexible and emotionally grounded leaders who can help design and communicate a thoughtful way forward that evokes trust, hope and purpose in those they lead. It’s an opportunity to show how we can emerge even stronger and thrive together even in the face of adversity.”
Maintaining a focus on what is greater than ourselves
It is too easy to slip into a self-interest state-of-mind when things get tough. We need others around us who are courageous enough to tell us when we are off course. The old speak truth to power concept, something we often find lacking in the current COVID-19 situation,” says Marialane Schultz, CEO of IOCI.
Schultz offers a few other behaviors and attitudes strong leaders need to exhibit in trying times:
- Feel what is real.
Acknowledge the anxiety folks are feeling and the toll it may be taking on them. Empathize with how they may be thinking, feeling, and reacting to the situation. Open a space for the team to discuss their feelings and what they need to move forward. - Focus on reality and results.
Define the realities we are facing and reset the outcomes we are seeking. Tell it like it is based on the facts and available high value solutions. Be real about the probabilities and effort it will take to succeed. Call the team to action by dividing and assigning what needs to be done then routinely show progress and course corrections needed based on what we have learned along the way. - Be flexible to changing circumstances.
- Exhibit fortitude.
Show commitment to the plan and the stamina needed to get there. Confront the most difficult conditions with courage, optimism and resilience.
Leaders who are agile enough to shift and adapt to changing times will likely be the ones who help their people and organizations push through the toughest situations. By experimenting with new approaches and seeing constraints this awareness turns into action and a catalyst for innovation.
See our previous post earlier this week on leading through times of crisis.
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