Part 2: Consistency
In times of uncertainty, people expect leaders to be steady in both messaging and demeanor.
The calm in the storm.
The rudder of the ship.
Today, we explore consistency and it’s importance in crisis.
Consistency should not be new. This is an area where practice makes perfect. However, leaders new to this can take command of their emotions and be the rock for their teams.
Anticipate problems
It is important to anticipate potential outcomes. It’s not easy to do but you can, at a minimum, prepare for the most likely outcomes. Crisis is not a time to hope for the best and do nothing. Crisis is the time to think through the worst and prepare.
Human nature tends to avoid the uncomfortable
Let’s briefly examine the current environment. Of course we hope our teams are unaffected but we cannot simply remind them to wash hands, stay informed, and remain upbeat. Think about what you would do or say if some of your employees are ordered to remain in their homes. Think about your reaction if, unfortunately, an employee or their elderly relative or child becomes seriously sick.
What will you do? What would you say?
Having a plan or prepared response to potential outcomes is crucial. You cannot plan for every outcome and may have to adjust, in the moment, but thinking things through in advance will allow you to be measured in response and your calm in that moment will help reassure team members who look to you.
Human nature tends to avoid the uncomfortable. Leaders must dive into it to be better prepared and demonstrate consistent behavior.
Match actions and message
In crisis, the confusion people feel when leaders say one thing and do another is magnified. To ensure consistency, control this from both sides.
It is critical to not promise things you cannot do or control. Be optimistic, while maintaining a sense of realism. Regarding your actions, it’s simple. Do what you say you will do. The situation drives enough unpredictability already.
Leaders cannot be another source of confusion. We must avoid doing something unexpected. Where an unfolding situation demands action outside of your message, communicate with your team as quickly as possible to explain, inform, and provide guidance.
Control your emotions
You must stay centered. Pray. Exercise. Meditate. Read. Music. Do whatever helps you to relax and renew yourself.
Assess your personality. Optimist? Messaging must have an optimistic feel but stating “We’re all gonna be fine!” or failing to take action because of optimism is dangerous and does not inspire confidence. Pessimist? Gloom and doom messaging or overly restricting your team will drain them unnecessarily. Realists can also be a danger in crisis leadership as a result of being too matter of fact and coming off as detached from team members who are not of similar mindset.
Balance of your emotions is crucial to maintain. The best leaders calmly and routinely present factual information infused with hope, show care and consideration for the people under their charge, and act consistently.