Since the extreme turbulence caused by the current global pandemic began, businesses have faced challenges that few could imagine or predict. Historic unemployment levels in 2020 have had an ironic effect on some leaders – lulling them into a false sense of security that the people in their organization are so grateful to have a job, they wouldn’t dream of leaving. This is more than an illusion, it’s a delusion and not the only one that can creep in as leaders grow weary in the ongoing crisis.
Even very physically robust people will wear out when stress is unrelenting, though they may continue to show up physically. Someone who is worn out may be low on patience, intolerant of even minor tension or disagreement, and reactive. Some will isolate themselves while others amp up meetings and conversations as if trying to talk the pandemic into ending. People around a stressed-out leader often respond one or both of the following ways. First, and often quite unwittingly, they try to keep the boat from rocking even if it means keeping important but upsetting news from the leader. Second, they often take on responsibility, inappropriately. This dynamic, known as over-functioning, is often labeled as “power grabbing” in the workplace though it may not be that sinister. It can be both a response to the circumstances or an ingrained habit that is ignited when others falter. Observed by Dr. Murray Bowen and studied and applied by the researcher, Dr. Harriet Lerner, it is clear that when people feel that the person who is supposed to be in charge, isn’t, some will step in to prevent further chaos. It may have temporary benefits, but it’s a sign of dysfunction.
It is the job of leaders to manage themselves and it takes more intentional effort to do so in a crisis. Here are three things leaders can do and why they are important.
1. Downshift.
The energy level that is helpful, and often necessary, in the beginning of a crisis is unsustainable. Adrenaline is only helpful short-term – even firefighters and nurses working in intensive care, must be restored – body, mind, and emotions. A leader who advises others to take care themselves but refuses to put on their own oxygen mask on is not credible.
A simple step that many avoid with the excuse that it’s indulgent, is to give yourself time for a check-in to see how you are doing and what you need. It’s often helpful to talk with another person, someone who is supportive and who will tell it to you straight, and not someone who works with you. The investment pays off in improved thinking, judgment, decision-making, and relationships, all of which are critical for leaders to do well.
2. Think in layers.
Amy Segami, a consultant who is both a scientist and an artist, has a fascinating way of talking about turbulence as an analogy for organizational behavior. Her work has much to do with making the invisible, visible. One way she does this is by painting on water. It’s not watercolor, it’s literally putting paint on water. Dropping paint on water allows you to see movement, even subtle movement that could easily be missed without the paint as a tracer. Leaders need tracers, methods to fully understand the effects of changes of all sorts, large and small, intentionally created and those imposed by circumstances.
Thinking about how currents in a body of liquid are analogous to your organization can help leaders quickly understand a few important concepts. First, “normal” in your organization is analogous to laminar flow, in which a fluid moves without turbulence. Changes in speed, direction, and viscosity will change the flow and the more change to any or all of these characteristics, the greater the turbulence. Second, as distance from any disturbance increases, turbulence is harder to detect. Third, turbulence in different places is different. Observing how some people are responding to organizational turbulence doesn’t tell you the whole story. Leaders who listen only to a few people, no matter how key their role, simply don’t have enough information.
3. Stop talking.
Especially in a crisis, leaders are told to “over-communicate”, which is usually interpreted to mean increase frequency, number of modalities, entertainment value, etc., of their messages. Outbound communication is good for transmitting information and it can be inspirational, but it doesn’t create strong connections and relationships that are vital to a sense of belonging and shared purpose.
Ironically, when leaders pay more attention to connecting, communication improves as does trust. Leaders who are great at connecting have some things in common, they:
- Engage in spontaneous conversation with people at all levels.
- Demonstrate curiosity about what people do and who they are.
- Listen to others in way that makes them feel heard.
- Don’t dominate conversations.
- Invite people to share ideas.
- Are honest – mostly with themselves.
Richard Feynman, winner of the Nobel Prize in Physics said it best, “The first principle is that you must not fool yourself — and you are the easiest person to fool.” The good news is, leaders can develop their ability to see what they hadn’t seen before – in themselves, others and the circumstances, even in a crisis.