Get in touch: nick.mayhew@alembicstrategy.com
Whoever you are, the coronavirus crisis will be affecting you and your business.
This is a time of unprecedented change: everywhere, constant, and while we know there will be an end, we cannot yet see it.
Huge change is in all directions, and through it all is the threat of serious illness, possibly even death for us or those we love. How do you cope with all this?
Rebecca Hilsenrath, CEO at the Equalities and Human Rights Commission (watch here), says it is vital that leaders stay part of the solution and don't become part of the problem. The key point here is to look after yourself if you have leadership responsibilities. In this article I explore why this is important.
At times like these, the threats are pervasive. I am sure you are worried about the health of your family, friends, colleagues, yourself, even people in the street. I'm also sure you are doing your best to help where you can while keeping those closest to you safe. This virus ignores boundaries and that's a factor.
And this is before you have to lead your business and team. For some clients, businesses will have simply come to standstill, some have had to pivot wildly to a new demand. Almost all have had to work through multiple new and uncertain regulations to try to keep jobs safe and avoid redundancies wherever possible. At this time many leadership teams are working around the clock to keep the business and people's livelihoods safe too.
At times like these, our stress response is on overload. Often the reaction is to panic and over respond, or freeze and under respond. Threat can also create a focus, but in a heightened state that focus can become tunnel vision - meaning we lose perspective. In doing so, we may lose the bigger picture, and critically, fail to see threats other than the one taking up our attention right now.
To avoid this happening to you, as Rebecca says in her interview on Strategy Café, your self-leadership needs to be your first point of focus, so that you stay part of the solution.
I remember listening to an air ambulance paramedic being interviewed about handling the arrival at an emergency scene. He would undoubtedly have sees some harrowing scenes! A cool head was vital and a key part of his role was helping relatives and friends of the injured with their anxiety, so that he could focus on the patients.
You would think he might dive in, using the precious time he has available to move quickly and save a life.
No.
The first thing he does on arrival is pause, focus on his breath for 20 seconds, and force himself look at the everything, taking in the whole picture. He then formed a plan and started to organise the response.
So what is your checklist for crisis management? Here are some thoughts following on from my comments.
I hope you find some useful tips as a starting point in this article. We have a series of helpful short videos and a free webinar series to discuss these and other crisis leadership techniques and issues. Hope to see you at them. Just check out our Get Involved page for details.
On a personal note, Covid-19 seems like the contrast medium used in a diagnostic test.
It reveals the interconnectedness of things and calls out the falsehood of our fantasy of individualism. Even the response, social distance, is a reaction within the system.
We are called back to an understanding of our true connection to the world we live in, and shared responsibility for our actions, far beyond what we can easily see.
Get in touch: nick.mayhew@alembicstrategy.com