In the present scenario, the Coronavirus crisis is unfolding over an arc of time with a beginning, middle and end. The actions of executives and their teams now, in the midst of this crisis, will significantly determine their destiny.
For nearly two decades, it is observed that public and private-sector executives are in high-stakes, high-pressure situations. The crises are most often under-led and over managed. The best leaders navigate jagged waters deftly, energizing organizations, saving lives, and inspiring communities. However, it is discovered that many leaders fall into one or more of the following leadership traps:
Taking a narrow view
The human brain is programmed to narrow its focus in the face of a threat. It’s an evolutionary survival mechanism designed for self-protection. The human brain is hard-wired to hyper-focus on only the threat. However, leaders need to be able to pull back and see the whole field ”what’s happening right in front of you and all around you. Take a broad view, including near-term and long-term challenges. The focused meta-leadership fosters well-directed management.
Managing the crisis
Managing a crisis can give your adrenaline a boost and be thrilling, followed by a crash. Instead, keep taking that long view, and anticipate what’s to come in the next week, the next month, even the rest of the year. You need to delegate, support, and trust your team as they also make tough decisions based on your experience while resisting the urge to micromanage
Over-centralize the response
Risk and ambiguity increase during a crisis because so much is uncertain and volatile. The trap for leaders is trying to control everything. Suddenly, you’ve created new layers of approval for minor decisions. The organization becomes less responsive and frustration grows with each new constraint.
The solution is to seek order rather than control. Order means that people know what is expected of them and what they can expect of others. Determine which decisions only you can make and delegate the rest. Establish clear guiding values and principles while forgoing the temptation to do everything yourself.
Overlook the human factors
Leaders can become trapped by focusing on the daily metrics of share price, revenue and costs. The solution is to unite people in their efforts and goals as valued members of a cohesive team. This starts with a common, clearly articulated mission that infuses the work with purpose. The mission is then animated through an inclusive leadership approach where each person understands how she can contribute ” and that her contribution is recognized. This gives deeper meaning to even the most menial tasks.
In crises, the most effective leaders ensure that someone else is managing the present well, while focusing their own attention on leading beyond the crisis toward a more promising future. To do so successfully, watch for these traps.
So, in this age, where the smallest things in any company can easily erupt into a national crisis, isn’t it best to be prepared? No company wants the sort of unexpected and unwelcome spotlight that Polestar solutions have drawn in recent months.
You’re invited to join our webinar series on “Connected Planning For Crisis Management” on Thursday, 7th May, 3 PM onwards, where our finance and supply chain experts will delve into the best practices for a connected planning approach as well showcase a planning solutions demo.
