Authenticated user menu

Search
0
Article
5 February 2021
Total views

How to lead in a crisis by doing things differently… and doing different things

by Professor Judy McKimm Director of Strategic Educational Development, Swansea University and Chloe Millsdoctoral student, Swansea University

The Covid-19 pandemic has shown people all over the world the importance of flexibly adapting to changing scenarios, and this could not be more true for healthcare organisations and those who work in them. The crisis has also highlighted how effective leadership and collaboration is vital during periods of uncertainty and that leaders need to be visible and present (even if virtually).

Leading in a crisis can be very different from leadership in stable times or organisations, and we were interested to explore what factors are most useful for leadership during crisis situations. Our research identified three key aspects for effective leadership during a crisis: communication, decision-making, and mental health and wellbeing.

Communication

Times of crisis and uncertainty lead to a whirlwind of information which is often conflicting and confusing. Leaders need to communicate clearly, simply, and consistently so that the situation and what it means for their organisation are apparent. Doing this in an open and transparent manner gains and sustains the trust of their team and wider stakeholders. All communication channels should be evaluated to choose the best for particular situations, and communications must be tailored to each audience.

Leaders must also ensure that they are “walking the walk”, remaining present and engaged in their team’s work so that no one feels left behind. Doing this ensures the information being communicated is not perceived as abstract or hypocritical. And do not forget to share your vision and positivity, to reassure stakeholders and your team that there is a strategy in place to improve things and return to a more positive space.

Decision-making

Effective decision-making is key to maintaining control during stressful situations. Leaders must first take a breath, taking time not to rush, and then make their decisions decisively, considering all options and confidently moving forward with bold decisions. This does not, however, mean to stride forward alone; in fact, involving people and thinking outside the box together is what will make these decisions the best for the situation.

Mental health and wellbeing

If 2020 has shown us anything, it is that mental health and wellbeing should be a priority for all organisations.  Firstly, leaders have to ensure they put their oxygen mask on before others – that is to say, assess their own emotional wellbeing and ensure it is healthy and sustainable, before moving to look after their team. Then, be kind and, from a place of true empathy, offer emotional as well as practical support. Be flexible in adapting to your team’s needs – in times of crisis, as long as the work that needs to be done is getting done, then flexibility can be allowed working hours or location. Bear in mind that some may need extra breaks or more time for caring or childcare responsibilities, and these allowances should be given with compassion and without prejudice. Work needs to be a safe place for everyone, and leaders must remember to care for the heart of their organisation: their team members, who are real people, and must be valued as such.

Conclusion

If we act with conviction, this turbulent time in all our lives can be used as a catalyst to disrupt the status quo and question why things have always happened the way they have. If you look deep into your own organisation, are things the best they could be? Multiple medical leaders (and followers) have shown how they can adapt to virtual communication and remote working, and by creating new organisational processes and ways of working, we have used this time to cause huge shifts in our working cultures. The crisis has identified the importance of placing people at the heart of everything we do, investing in mental health training, and assessing organisational resilience and coping mechanisms. Whilst these are vital in a crisis, they are also valuable skills to take forward as part of reflecting and planning for the future.

[1] Paixão G, Mills C, McKimm J, Hassanien MA, Al-Hayani AA (2020) Leadership in a crisis: Doing things differently, doing different things.  British Journal of Hospital Medicine. 81 (11) 1-9.

 or  Register to add a comment

Jobs

Array ( [0] => sitewide [1] => advert_external_leaderboard [2] => not_front_desktop [3] => advert_external_wideskyscraper [4] => attachments [5] => comments [6] => comments_login_prompt [7] => jobs_content_pages [8] => node-social-accelerators [9] => node_article [10] => related_content [11] => twitter_feed_rhs [12] => member_attachments_for_non_members [13] => advert_internal_desktop )