Dealing with now
We know from many members of Sync that the financial crisis is starting to hit the arts sector hard, and difficult decisions are having to be taken in all quarters. So how do you deal with crisis? How as a leader are you expected to behave?
Surfing the net there are many articles available on leading through crisis. One particularly useful one is by Dave Anderson, an American writer and consultant on leadership.
We’ve summarized it below, and given you a weblink to get to the full article if you wish.
Leading through crisis
So how can you lead when it all seems to be falling down around you? How do you steer your way through the debris and minimize damage?
George S. Patton, a distinguished though controversial officer in the US army said: “It is nearly impossible to remain both aloof and effective.” He was right – if we lock ourselves away behind closed doors in a crisis we can loose connection with those we lead.
There are three recognized ways of leading through crisis:
Lead from the front
Communicate, communicate, communicate – what people hate most in a crisis is feeing that things are being kept from them. Get out there, get with people, tell the truth and listen to what people are saying. Don’t hide in your office searching through data and writing reports.
Think big picture and communicate the vision
As a leader you have to face the brutal facts of reality but never lose faith that what you are trying to do will win through. Having a clear, strong vision enables people to see past setbacks and find ways through. Imagine trying to assemble a 500-piece jigsaw puzzle without being able to see the box lid. With no bigger picture—no vision—to keep you focused, inspired and persistent, doing the puzzle would quickly lose its meaning and you’d lose all motivation to continue. The same holds true when one becomes so overwhelmed by the pressures of a crisis – we need to see the bigger picture to keep on task and do what has to be done.
Seek wise counsel and use your team
In a crisis each team member is vital. You need a team who can offer good quality thoughts and opinions, who can face and tell the truth; a team that challenges each other, engages in debate without coercion, conducts autopsies without getting bogged down in blame and that unites behind decisions once they are made.
What about how we feel?
When there is a crisis, there is often high emotion. We might feel angry, sad, confused, guilty... Was there anything we could have done to have changed the outcome?
So what should we do about these emotions? Again, three suggestions:
Identify and direct your thoughts
It can be hard to do, but you can ‘think positively’. At the onset of a crisis, begin thinking about positive outcomes. And begin thinking how you can achieve those and help others start thinking positively too.
Listen to your body
Be aware of your body language. Think about what you want to show and what you want to keep under wraps for the moment. Keep on top of what you need to function. If you need rest – you have to rest. Find ways to support what you need in periods of calm – find out what helps you relax, what helps you sleep, what helps you focus – then draw on it when you need to.
Manage your behavior
Your emotions determine your behavior. A calm, collected and "in-control" perspective will show in your reaction to events as they unfold. They will also demonstrate to others your ability to lead. As you manage your emotions, people begin looking toward you for comfort and support. That goes a long way to maintaining morale among those affected by crisis and maintaining trust between stakeholders, the public and media.
The point is not to avoid your emotions. You need to address them for your own mental health. The point is much bigger. You can use them productively. Turn that anger into action; take out that frustration by putting energy into finding solutions.
Many of us have impairments that link to our mental health directly or indirectly. Of course this doesn’t mean we can’t lead through crisis. We can spend time preparing strategies in advance that will protect us if the bad times come. Work out what support you might need and where you can find it. The point is to be active not passive. So why not spend a bit of time now activating your positive thinking.
Jo Verrent
Sync Project Manager
