Seven Habits Of Leaders In Crisis
Five Plus Two Equals
Seven
There isn’t likely to be a one-sizefits
all when it comes to leading
in crisis. There are, however, a
set of leadership habits that are
likely to have more success than
others. Arguably, there are at
least five habits of good leaders
in crisis. Great leaders, having
motivated and compelled others
to align themselves to a common
purpose, intuitively develop two
additional leadership habits,
which elevate them from good to
great.
Here Are Seven Habits of
Leaders in Crisis
1) Deliberative
Decisiveness
Deliberative decisiveness is
the process of combining
thoughtful consideration of
reasoned, weighted options with
quality, prompt and conclusive
decisioning. Purposeful leaders in
crisis make decisions by actively
listening, thinking aloud and
fulsome discussion with a core
group that includes expertise,
ideas and experience that is both
counter, but also complementary
to their own. The habits leaders’
employ to make decisions that
are inclusive of deliberations
from a broad coalition are more
likely to have greater take up,
impact and longevity than lone
declarations regardless of
individual knowledge, expertise or
standing.
2) Communicate
Objective Truth
Communicating objective truth
is the practice of conveying
information without judgment,
subjectivity or influence resulting
from emotion, perception
or imagination. Purposeful
leaders in crisis thread an
independent, neutral needle
and resist the convenience of
alternative facts that could
threaten their credibility and
objective messaging. Leaders’
truth-telling habits far outweigh
incremental shades of grey; the
resilience of individuals, teams
and organisations to accept
hard truths and gain the trust of
the messenger go a long way to
taking on the challenges ahead.
3) Problem-Solving
Mindset
A problem-solving mindset seeks
out challenges as an opportunity
to test, learn and grow quickly
now rather than being limited
or constrained by obstacles in
the future. Purposeful leaders
in crisis ask, “how can we solve
this problem” rather than “can
this problem be solved” as a way
of opening up the possibilities
of everything instead of limiting
what can possibly be done.
Leaders exhibit problem-solving
mindset habits by continuously
asking questions, listening
intently and then asking more
questions.
4) Sharing Authenticity
Sharing authenticity is a
willingness to communicate
openly, honestly and genuinely
about thoughts, ideas and
experiences in pursuit and
maintenance of meaningful
relationships. Purposeful leaders
in crisis seek out opportunities
to engage others often sharing
their own stories first and then
allowing others space to share
in their own time and pace.
Laying a habitual foundation of
authenticity revealed through
sharing opens a window into
understanding not only leadership
core and purpose, but also as
a means of building trust and
confidence in each other.
5) Owning Failure
Owning failure is the practice
of positive accountability
that transforms mistakes into
opportunities and encourages
risk-taking to fail fast,
build trust and learn again.
Purposeful leaders in crisis take
accountability for failure and at
the same time, recognise the
unique opportunity for learning
and innovation that failure
represents. The habit of leaders
to take open and transparent
accountability offers the intended
consequence of asking for
feedback and in turn, offering
trusted feedback to others.
6) Selfless Giving
Selfless giving is a conscious,
intentional and intensely personal
approach to giving of self,
time and resource – without
consideration or measure
of return – that contributes
significantly to the benefit
of others. Dalai Lama noted
purposeful leaders in crisis
realise “under the greatest
adversity that there exists the
greatest potential for doing good
both, for oneself and others.”
Habits of selfless leaders find
opportunities to give not what is
important to themselves, but in
ways that deeply benefit the lives
of those around them.
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