As a leader, one always should expect the unexpected. In one
of my previous roles, I remember mentioning this to the peer when I was asked
how I felt after having been in the role for 3 years. I said, “I feel like I
still need to have my seat belt fastened. Each time I think I can unfasten and
take a walk around, there is unexpected turbulence in the air”. I am fairly
sure that pretty much sums up the life of anyone in any leadership position in
any organisation, and more so, when one is a CEO and the buck does stop at your
(virtual) table. Even though you have the board to support you, ultimately, you
also are accountable to them in how you manage such unexpected twists and
turns.
Individuals and organisations do have a fair amount of
inherent resilience. That is why they survive as individuals and ‘move up the
ranks’ to use a very hierarchical term. Or that is why organisations last long.
In the not-for-profits sector, it is very common for leaders and organisations
to face various challenges that include
reputational challenges, financial issues, employee relations, difficult
relationships with governments or regulators. And we all have our own mechanisms
to handle these, with boards and advisory committees stepping in, risk
management procedures, crisis communications etc. But nothing prepared us,
individually or collectively, for the devastating impact of the Covid pandemic.
No one knew what quite hit us in March 2020, no one knew (or still knows) how
long it will last, no one knew (or knows) what its medium and long term impacts
may be.
It is situations like these that test the mettle of the most
determined and strong willed. On one hand, it is important to steer the ship
calmly and limit the panic, while also looking out into the far seas and
wondering what will happen next. With the pandemic, it also became far more
personal. Everyone without exception was affected in some way. Everyone went
through phases of panic and anxiety. This was particularly challenging for
those in leadership roles, as in addition to managing one’s own and one’s
families’ anxieties, one was also responsible to ensure that the mission of the
organisation stays in focus, that colleagues’ wellbeing is ensured and that the
organisation’s long term financial sustainability is ensured. A tough ask
indeed.
I have been very privileged and fortunate to see some really
inspiring and resilient leaders in action during this period of crisis, trying
to make sense of the madness, staying calm and focussed and not taking their
eye off the ball. It is also not uncommon that when a crisis the scale of the
pandemic hits us, there are other crises or challenges that are simmering on
the sidelines that could soon occupy centre stage, and so, one is handling
multiple, sometimes interconnected and sometimes unrelated challenges at the
same time, that tests every single nerve in your system. Some leaders have done
a brilliant job of not just navigating through these challenges but also
turning them around to build back their organisations. Some have barely
survived, while some wilted. The one difference that I think made the
difference between those who did brilliantly and those who didn’t is resilience.
So what did these leaders do to develop resilience and draw
on their reserves ? In my view, these are the few things that made all the
difference.
1. Pause, reflect and respond : When a
crisis hits, the normal reaction is to panic. With the benefit of hindsight, we
do realise that it serves no purpose. It is time to pause, which is not about
inaction, but about acknowledging that there are forces beyond one’s control,
which then helps individuals to reflect on what the options are and then
respond. In that moment when a crisis hits, it does feel like being in the eye
of the storm, but it is important to stay on course and not be blown away. And
while there are factors beyond one’s control, there are certainly other factors
that could well be in one’s control or sphere of influence. That is what one
needs to tap into in these moments.
2. Reach out for support : Confident
leaders are more open to reach out to others for support because they
acknowledge their personal vulnerabilities and the fact that no one person has
all the answers. This is the time when one’s board or other social and
professional networks play a key role. As a leader when it does sometimes feel
‘lonely at the top’, it is these networks and support mechanisms that provide
the essential safety net to bounce off ideas, share ones’ apprehensions in a
safe space and nurture that sense of solidarity.
3. Stay focussed on mission : Irrespective
of the nature of the crisis, what really matters is the mission of the
organisation. I have seen organisations change course mid-way and veering off
course because they feel that something else is more important. That is not
only unauthentic but is also something that could significantly weaken the
organisation and demoralise staff. As a mission focussed organisation, the
leader is constantly thinking of ensuring that the staff continue to be aligned
to its mission, that the staff wellbeing is a priority and that the internal
systems and processes are responsive enough to weather the storm.
4. Think long term : A crisis does not
last forever, even if arguably it fundamentally changes a number of things
around us. Hence, though it is important to manage the crisis while it lasts,
it is also important to think of how to build back the organisation out of the
crisis, leverage the lessons learnt from the new experiences and make the
organisation more resilient. Equally important is to take stock of what has
changed in the external environment and ensure that the organisation is better
positioned towards newer realities.
5. Believe in oneself : Leaders having
self doubt at times is always a positive as it checks one against complacency
and the feeling of relative invincibility. That said, in times of crisis, it is
more important to believe in one’s ability, commitment and integrity to lead
the organisation out of the crisis, being collaborative and empowering,
bringing along the board and the staff, and the external supporters, all of
whom are key to not just how the organisation survives, but thrives as it
emerges out of the crisis. Self care and personal well being are hugely
important. The last thing an organisation needs is a leader who is a spent
force.
As the saying goes, ‘Nothing lasts forever’. Not even a
crisis. But it could fundamentally change things around you and your
environment. The key is to continue to develop resilience in a very uncertain
world, and position oneself to a time when the crisis has blown over so that
the process of rebuilding the organisation can be effective and impactful.
