|Six Strategies Leaders Deploy During a Crisis Like COVID-19|
THIS IS THE TIME FOR TRANSFORMATIONAL LEADERSHIP
During the U.S. Coronavirus crisis, there is a need for leaders who can lead during a crisis.
So, what does a leader do in a time of crisis? In crisis we need leaders who:
“It is said that one who knows himself and knows others will not be
endangered.” – Sun Tzu
1. LEAD WITH CHARACTER
AND COURAGE Leaders need to know their strengths and limitations. This is not
time for ego but for humility. This is the time to ask for help from others and
not try to do it all yourself. Crisis defines our character. “One who faces and
who fears the right things and from the right motive, in the right way and at
the right time, possesses character worthy of our trust and admiration.” –
Aristotle During crisis, we look for leaders with the following 8 Cs: Have
courage (exude a can-do attitude) display comfort in their own skin, remain
true to their character, show candor, demonstrate composure, embrace change and
2. ANCHORED IN PURPOSE
““Efforts and courage are not enough without purpose and direction.” – John F.
Kennedy In times of crisis, leaders anchor their teams in the purpose of the
organization and their individual burning ambition. Caring for COVID-19 is the
perfect opportunity to rally and engage the team. Ultimately, this is why all
of us got into healthcare: To help and heal people that need help the most.
During uncertain times, leaders are clear about what matters the most. Leaders
remind and focus the team on clarity of purpose. With clarity of purpose, we
can eliminate the unnecessary activities and have clarity of what matters the
most. Today, what matters the most is the health and safety of our loved ones,
our employees and our clients.
3. LEAD WITH AGILITY
AND INNOVATION “Strategy is like water. It adapts to the terrain it finds
itself into.” – Sun Tzu During times of uncertainty, we need agile strategies.
This is the time for leaders to engage their teams in scenario planning and
simulation. When I do strategy work with my clients, we typically go through
scenario planning where we lay out every potential scenario and ask questions
like: • What is? • What if? • What are the opportunities and threats we face
now? • How can we use uncommon thinking versus common thinking? We then plan
for best and worst case scenarios. When resources are scarce, we tend to
innovate. After all, necessity is the mother of innovation. With fewer resources,
we are inspired to innovate. As leaders, we should not let a crisis go to
waste. We can use this opportunity to rethink our paradigm and shift our
thinking. For example, when travel is restricted, we can innovate new ways to
deliver training remotely or use telemedicine to deliver care. 1 Know and Lead
Themselves First: Lead with Character and Courage Are Anchored in Purpose Lead
with Agility and Innovation Execute Flawlessly (Lead for Results)
Empathetically Lead Others Hyper-Communicate 2 3 4 5 6 ctileadership.com
4. EXECUTE FLAWLESSLY
(LEAD FOR RESULTS) “The Pinnacle of excellence is not marked by the number of
the victories, fame for wisdom or courageous achievement, it is about flawless
execution” – Sun Tzu Never waste a crisis. Sometimes we tolerate inefficiency
as there is no sense of urgency to change. Use this potential crisis to create
the sense of urgency to reduce waste and remove hassle factors for your team
and providers. Difficult times are the times to remove every obstacle in the
way of your providers and their ability to do their work. This is the time to
ensure flawless execution.
5. EMPATHETICALLY LEAD
OTHERS “It is better to lead from behind and to put others in front especially
when you celebrate victory when nice things occur. You take the front line when
there is danger. Then people will appreciate your leadership.” – Nelson Mandela
In difficult times, we have to lead from the front. We have to show empathy and
care for the wellbeing of our team members and our clients. This is the time
for leaders to lead with higher emotional intelligence by understanding that
people have fears for their safety or that of their loved ones. As leaders, we
must understand that emotions are more contagious than viruses.
During crisis, hyper-communication is critical. As in the lack of information,
people make up their own stories. Transparency is critical. Communication in
crisis demands certain humility and taking personal responsibility for our
actions; it means admitting when we are wrong, accepting the blame and learning
from it. In crisis communication, it is critical as a leader to:
- Gather the facts and focus only on them.
- We must understand the situation, its components, results and future implications as much as possible.
- Tell the truth. Don’t try to hide anything. There is no substitute for this.
See full article HERE
Author Mo Kasti
Mo is the CEO and
founder of CTI and the nationally recognized Physician Leadership Institute
(PLI) dedicated to accelerating healthcare transformation through leadership
and innovation. PLI has converted thousands of clinicians to clinician leaders
and improved outcomes for hundreds of healthcare organizations and their