Crises reinforce the need for leaders to make high-quality decisions at speed, relying on good judgement that’s backed by insight. Such clear thinking requires the most complete picture possible of your organisation, with visibility of how people are performing under pressure. Of course, you will also face scrutiny of your own performance during the crisis – and the first critic in line should be yourself.
This can be challenging; high pressure situations can create a blinker effect, pulling your focus towards very tactical or technical problems. And yet it’s these scenarios that require the greatest situational awareness – including that of your wn strengths and weaknesses. So while we encourage leadership teams to be highly self aware at all times, this is particularly true during crises. There are three accessible starting points to explore:
No one is perfect, so harnessing what you do well is vital. But in a crisis the impact you have on those you’re leading is even more important, so you must identify and address your blindspots. This may seem obvious, but our experience in working with leaders around the globe shows that in stressful situations this self awareness becomes limited.
Whether through legacy systems and processes, or by conscious decision making on your part, most leaders will have a specific lens through which they see their organisation.
While you may feel a huge weight of responsibility on your shoulders, and indeed the buck may stop with you, this doesn’t mean you have to make every decision in isolation. Do you have a process in place to stress test your strategy?
The human component of resilience has remained a weak point for many organisations, yet this determines whether the business can react quickly in times of crisis. In the next blog we explore how your ability to communicate has a profound impact on the efforts of your team.
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