According to one definition, leadership is the art of motivating a group of people to act towards achieving a common goal. Half of us will debate the fact that leadership is an “art” while the other half will debate it being a “science.” But, no matter what side of the fence you sit on, everyone would agree that good leadership significantly impacts an organizations ability to achieve its goal(s). And think about it, when we are in the midst of a crisis, isn’t that the
time we really want strong, solid leadership the most? Don’t we
want someone who steps forward when things are bad and brings
order out of chaos. Might that be you?
I have always appreciated good leadership.
You know, those individuals that made you feel
good about pushing yourself harder than what
you thought you could so that you accomplished
more than what you dreamed possible. And, you
eagerly came back for more. Like you, I’ve had
the pleasure of working for a few good leaders in
my time (few is the operative word).
Generally, when we think of leaders, we think
of military leaders like generals and admirals or
political leaders like presidents. In the business
world we may think of names like Welch, Iacocca,
or Whitacre. But who comes to mind when you
think of true leadership in the field of business
continuity? Who has pushed the envelope and rallied the troops to accomplish great things? Perhaps
the names Arnold or Devlin come to mind. They
do with me, and there are a few others. Maybe
you’re thinking of someone you’ve worked with
on a more local level? No matter who comes
to mind, this article isn’t about them. It’s really
about you. It’s about recognizing your leadership
interest and potential. It’s about being proactive in
seeking out opportunities to develop your leadership skills. And, it’s about you being ready to lead,
not just manage, when the crisis happens.
So, let’s start now. In a “business as usual”
environment, organizations have time to select
and develop leaders. They are afforded the luxury
of time, which allows them the opportunity to
carefully observe the talent pool for potential
leaders. Time also allows them the opportunity to
allow potential leaders to grow and develop through both experience and training. Over time, some will develop into not only
good but also great leaders. Others, will realize, or be recognized,
as formidable managers, but not leaders.
Potential leaders also benefit from time. With time, developing leaders can broaden their knowledge through reading books
and watching other leaders in action. They can also learn from
mentors and coaches. Just as valuable, if not more, they can learn
from their trial and error.
But, what about leadership in a crisis? At no time is good, solid
leadership more important than during a crisis. For a leader, a
crisis can serve as his or her defining moment. It’s these moments
For a leader, a crisis
can serve as his or her
defining moment. It’s
these moments that
reflect what leaders
stand for and why they
chose to lead. It’s at
that point that a leader
can put all of their
experience, compassion,
energy, and drive into
practice and really make
a difference.
“
“
that reflect what leaders stand for and why they chose to lead. It’s
at that point that a leader can put all of their experience, compassion, energy, and drive into practice and really make a difference. A crisis pushes leaders to their limits and tests whether
they will be able to hold true to their beliefs under the toughest of
circumstances. When handled appropriately, crisis can be a valuable opportunity for long-term success. Decisions made in critical or challenging situations not only shapes and defines a leader;
they also inform others about who the leader is as a person and
a leader.
Make no mistake, solid leadership does make a difference, in
both business-as-usual and in a crisis. Without it, goals cannot
be achieved, nor can progress be attained, but becoming an
exceptional leader isn’t easy. It takes hard work,
perseverance, and a sincere willingness to work
with people. All are ingredients for exceptional
leadership. As leaders, we must remember that
our teams can be both the greatest asset and the
biggest liability for the organization. Having the
right people gives leaders and their teams, and by
extension the organization, the best chance to be
successful.
In an effort to better understand leadership in
a crisis, I recently interviewed twelve individuals that work in public safety jobs (law enforcement or fire service) and have attained a senior
management position that carries a “chief” title
(i.e. assistant chief, or deputy chief). These are
the folks that deal with life safety (victims and
rescuers) on a daily basis. From those interviews,
I affirmed the following key traits of good leadership in a crisis:
Just because you’re a good manager
doesn’t mean you are destined to be a
good leader.
Most would agree that there’s a difference
between management and leadership. Generally,
management is associated with a very tactical role
or day-to-day operations. Managers are the ones
who get us from point A to point B. Leaders on
the other hand are generally focused at a higher,
or strategic, level. They’re setting point B as our
destination. Leaders need time to develop. They
start out as managers and gain experience in several key areas including interpersonal skills and
communications, operational knowledge, and strategic thinking
and decision-making.
Leaders see the big picture.
In his book “ 7 Lessons for Leading in Crisis” author Bill
George identifies the first step in leading through a crisis is to
recognize the crisis and define the problem accurately. According
to George, this is the only path toward successfully developing
a solution. Beyond the initial recognition of the crisis, a leader’s
experience has taught him/her how to look past the immediate,
thereby avoiding a myopic view. To do so otherwise could cost
lives. When needed, they solicit information from other sources
