Tips to lead efficiently in times of crisis


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First of all, one needs to understand what is the role of a leader in an organization? 

Usually, the leader has the mission to involve, captivate, and inspire people for the organization. And, in times of crisis, like the one we are currently living, leading is not an easy task. Leaders have been forced to make difficult decisions, decisions with a financial or human weight that are often unthinkable. What is certain is that there is no escape from change, and leaders must have the capacity to leverage the reinvention of organizations and the people who make it up.

 In a state of crisis, a leader’s main goal is to keep things operating as normal as possible. Demonstrate that you care about your team, providing support and guidance so that together they can find and define a new path. 

At a time when we are beginning to take the first steps towards new normality, leaders cannot fall into the error of focusing only on the present. They have to design a vision and strategy for the future. They have to identify opportunities and think of new ways to continue to attract and offer value to their customers.

Clarify short-term vision and goals

In times of uncertainty, it is necessary to remind people more often of the vision of the organization. In other words: clarify the direction in which the organization is going and what is expected of them. A change in strategy may be necessary. If so, take the time to explain (even several times!) The new direction the company is taking and why this direction is preferable under the circumstances. Don’t assume that people already know what the organization’s vision is! Even when they knew it, any crisis resets the counter to zero and deserves that you reconfirm for all, where you want to go. 

The crisis may have been such a game-changer that the goals that were set before the turbulent times were no longer realistic or achievable. Setting new short-term goals and communicating them will help refocus minds and re-engage employees around common issues. Small victories, in the form of achieved goals, will make employees feel more confident and in control.

Be transparent and honest

As soon as the coronavirus broke out, many companies started adopting speeches and measures that were soon contradicted. Unfortunately, many start by choosing not to fire employees, but then realize that there is no other alternative. 

In order not to generate unnecessary panic, the leaders must maintain a coherent and honest speech. Try not to disclose information about possible cuts unless you are sure it will be necessary. On the other hand, also do not claim that no one will be fired when you are not aware of the consequences. It is essential to avoid creating excessive anxiety and fear. But it is also not right to create false hopes that everything is fine when the reality is something else. 

The best thing to do is to structure honest and transparent communications about the company’s situation, reaffirming the leadership position in quarantine. Of course, it is clear that employees do not need to know the smallest details, but they do have the right to be informed of what may happen in the future. Ask everyone to collaborate to understand the moment the world is going through. The quarantine leadership needs to show concern for each of the people who work there.

Maintain serenity and confidence 

The leader is the driver of a team or a company, and this weighs more than we think. It is essential that whoever is in charge remains calm and confident even in stressful situations. The first step in competently leading the crisis is to stay on track. If you remain confident, it will be felt by everyone involved, and, with everyone united, the company will be better able to overcome the storm.


Lastly, whether you are in a stable period, in a period of growth, or in a crisis situation, a good leader must understand how each individual works, and how to work effectively with colleagues who n in-fact do not work in the same way. And, being a leader, you need to always communicate on the strategic project of the company so that no one feels left out.


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