This text is based on an article on INC.com.
Heightened emotions
Crises evoke strong emotions. A good manager’s role is not to ignore these emotions but to acknowledge them and take them into account. At the same time, the manager should also offer a rational course of action and work to calm heightened emotions as much as possible.
Looking for someone to blame
A crisis is not about identifying a scapegoat; it requires a solution to the problem at hand. Naturally, once the worst of the crisis is over, it is essential to analyse existing processes and make necessary changes to prevent recurrence. However, the situation must not turn into a witch hunt, in which the manager diverts responsibility away from themselves and places the blame on others.
Focusing only on short-term solutions
In times of crisis, there is a natural tendency to seek an immediate fix that resolves the problem quickly. However, it is often more beneficial to take a step back and consider not only the immediate emergency situation but also how to ensure the solution is sustainable long term.
Micromanagement
For some managers, a crisis serves as an excuse to impose an authoritarian regime and micromanage subordinates. However, this is rarely effective, even in crises. As a manager, you should delegate tasks and trust your team. Allowing them to work independently, even in a crisis, can be a valuable opportunity for personal and professional growth for all team members.
Abandoning core values or team priorities
Crises come and go. However, if a manager abandons their core values or goes against the long-term priorities of the company or team during a crisis, this can ultimately undermine employees' trust in management. Don't compromise your values and priorities even in extreme situations; on the contrary, crises provide an opportunity to uphold your principles and demonstrate that the team can rely on you.
-mm-