PAPER making! g FROM THE PUBLISHERS OF PAPER TECHNOLOGY INTERNATIONAL Volume 6, Number 1, 2020 FIVE WAYS TO LEAD AND ADAPT THROUGH A CRISIS 1. Seek credible information.
As a leader, it’s your responsibility to determine the most reliable, up -to-date information from trustworthy news sources. “Avoid getting information only from social media, and be wary of any news organizations that have a political, financial, or activi st agenda,” says Klann. “Their information may be biased and, to varying degrees, inaccurate.” In the current case of the coronavirus, Klann recommends consulting state and local health services, the World Health Organization — which provides rolling updates — and the Centres for Disease Control and Prevention, where you can find advice on how to prepare and take action, whether you’re at home or affiliated with K-12 schools and childcare programs, universities, mass gatherings, etc. 2. Use appropriate communication channels. Once essential information is gathered, it should be disseminated to the entire organization by every means possible. Transparency is key. “Information is the oil that greases an organization and keeps it running smoothly,” Klann says. “This is especially true during a crisis.” Information is powerful because it: x reduces emotional distress caused by the unknown, x diminishes fear, x provides tactical guidance, and x demonstrates to employees that their leaders are concerned, involved, knowledgeable, and on top of the situation. How to communicate? Face-to-face first, whether in person or through virtual channels. With a plethora of tools for hosting and personalizing virtual meetings, quarantines don’t have to stand in the way of your group coming together face-to-face. “Key information should be handled with the 3 Rs: review, repeat, reinforce,” Klann adds. “If information is shared only once, it cannot be assumed everyone has received it — or if they did, that they understand it.” Repeating and reinforcing information on a daily basis and via multiple delivery methods helps it to sink in and be retained. “Reme mber, when information regarding what is happening is scarce or non-existent, people revert to gossip and rumours and also tend to ‘MSU’ it. That is: Make Stuff Up,” Klann says. “Invariably, what they make up will be worse than reality, no matter how bad r eality is.” 3. Explain what your organization is doing about the crisis. During a crisis, time is compressed. The initial onset of a crisis presents immense pressure to act — and act quickly. Sometimes you have to begin tackling a problem before you have a solid grasp of what’s happening. If you are in charge, take charge. Be proactive; take initiative. Do something even if it might be wrong; paralysis or over analysing is riskier. As you make decisions and take action, communicate those actions truthfully and honestly. “With the coronavirus, you might choose to reduce air travel, ask more people to work from home, place hand sanitizer in strategic places within the facilities, encourage those with the sniffles or a cough to stay home, and frequently clean high- trafficked areas or objects and surfaces,” Klann says. As your response changes, keep employees updated with the 3 Rs. Remember that everyone observing or living through a crisis views it through a unique lens. For example, a paramedic will understand only that a hospital is overloaded; a hospital administrator will only know that the generator isn’t working. Keep in mind that no one will have a complete, accurate picture of what’s going on. Watch our webinar, Leadership Agility in Times of Change and Crisis, and learn to increase leadership agility in order to make strategic decisions and ignite commitment to move your organization forward.
Article 11 – Leading in a Crisis
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