By Jeff Bell
This pandemic puts leadership under the most intense scrutiny.
There are decisions to be made that are coming thick and fast, each one literally being a matter of life and death.
Almost daily we are witness to a new critical leadership moment.
Although we in Australia were a little slow off the mark (and we are not out of danger yet), the data shows that Australia is doing the big things right. Infection rates are low, fatalities are low and recovery rates are high.
Sound decisions, based on medical science, are being made at state/territory and national levels and there is a reassuring alignment that has risen far above ideological differences. The key decision makers have earned the trust of the next raft of decision makers and of the community at large. Leadership approval ratings are approaching 90%—a wonderful reading in this time of crisis.
As a result, there is a high degree of community trust.
But as we all know, trust arrives by the stairs and leaves by the elevator. And it cannot be taken for granted.
For the seasoned and aspiring leader alike, there are live case studies unfolding daily.
When do these critical leadership moments arise?
They may come in a planned release; when we have had time to consider deeply. But they may also come unexpectedly and in an instant. A careless or ill-informed statement can cause credibility to unravel.
So, what can we as leaders do to prepare for our own Critical Leadership Moment?
- Cause
Define what we are fighting for, establish who in particular is at risk and what we must do to alleviate their suffering or danger. This must be compelling enough to draw in those who may normally not be stirred into action and those who would usually oppose us.
- Values
We need to describe our values, how we bring such statements to life and give them meaning that everyone can understand. With our diverse workforce in our diverse society, we will need to according to a set of values that will inspire people regardless of any differences.
- Stakes
For each issue, we need to define it, find evidence for what is happening and make an evaluation based on the facts and establish a risk profile. We also need to take into account the likely emotional toll on those most affected and recraft our plan accordingly.
- Strategy
What are the choices about this cause that seem impossible now but would make a fantastic difference if achieved? You may choose about 5, plan down to the finest detail and implement. The dual challenge for your leadership is to make the present understandable and the future inspirational.
- Communication
Having been engrossed in our response, our danger is in thinking that everyone knows what we have learned. Assume nothing: explain our intention, our thinking, our decisions—the when, where and how. And with appropriate timing—trying to set people’s expectations without getting too far ahead of ourselves.
- Calmness
If we believe that we are at your best when we are in rapid-fire solution mode, it’s probably our ego out of control. We need to be in the present, where to achieve that calmness can generate creative options and openness to consider everything on its merits.
- Consequences
No plan ever withstands first contact with the enemy—no matter how well-considered, there will be outcomes that we have not foreseen. We are able to sidestep killer reactions and create new responses by being well informed, agile, well resourced and watching developments from a high vantage point.
- Courage
We enter the fray with full awareness of the consequences. This doesn’t mean that we have to be without any shortcomings. The time for courage starts with each new challenge, accepting our past failures. As George Bernard Shaw said:
You cannot be a hero without being a coward.
As leaders we obviously have the weight of office behind us. But this is never enough—particularly in our culture. We need to be persuasive and influential. There is work to be done on all media platforms, but the most decisive impact will be the in-person appearance—especially those beamed to living rooms.
Connecting with people is critical.