The speed and scope of the coronavirus crisis has certainly delivered some extraordinary challenges for all of us around the world but let’s spare a thought for those in leadership positions.

Whether you are a World Leader, NGO Leader, Company Leader, Team Leader, or shift leader the ‘need to lead’ remain largely the same while on a differing scale.

Leaders around the world have been under particular scrutiny as they step up to the challenge of leading us all through the crisis.

 I’m sure like me, you have your own personal list of leaders who have risen to the challenge and led with fortitude, resilience and humanity and probably the ‘b’ list who you remember more for their failures or inaction.

There are lessons for each of us and key principles that we would do well to nourish, develop and nurture in new leaders and should acts as reminders for the rest of us. Here are just a Two of the ‘stand out’ principles for superb crisis leadership that I believe are noteworthy; along with examples of those who I believe shown remarkable leadership.

Decisive action

When the situation is uncertain, human instinct cause leaders — out of fear of taking the wrong steps and unnecessarily making people anxious — to delay action and to downplay the threat until the situation becomes clearer. But behaving in this manner could mean failure because, by the time the shape, size and scope of the threat is clear, you’re badly behind in trying to control the crisis.

Passing that test requires leaders to act in an urgent, honest, and iterative fashion, recognizing that mistakes are inevitable and correcting course — not assigning blame — is the way to deal with them when they occur.

Example  Taken from HBR April 2020

Prime Minister Jacinda Ardern’s response to the pandemic back on March 21 (when on 52 cases) was bold and engendered public support. That day, Ardern delivered an eight-minute televised statement to the nation in which she announced a four-level Covid-19 alert system. Modeled on fire risk systems already in use in New Zealand, this familiar approach set clear guidelines for how the government would step up its response — and what would be asked of citizens as infection rates grew.

Clear, Unambiguous, human centered Messaging

So here is the thing; we all know the principles of clear communication and are all humans who appreciate clarity and simplicity and yet so many leaders fall into the trap of wrapping messages into complex narratives. Forcing the listener to decipher the context and extract the meaning leads to misunderstanding, and voids that are filled with misinformation and myth. We have seen this time and again from leaders around the world who fudge numbers and wrap bad news amidst the not so good.

Great leaders deliver messages that are clear, honest, and compassionate. They don’t shy away from the reality but manage to instil a sense of security in their ability to lead you through.

Example

Irelands Chief Medical Officer Dr. Tony Holohan was thrust from a largely backroom role in the Department of Health into the living rooms of the nation with his daily televised press briefings. ‘Tony’s briefing’ became the focus of our day here in lockdown and we tuned in up and down the country to hear the calm, unflappable measured voice of science. What made his messages resonate more? Largely HOW they were delivered. His sober style, trustworthy and honest responses to tricky questions soon endeared him to the nation as a respected and authoritative source of leadership.

He had the unenviable task of communicating some of the strictest measures that curtailed our life as we knew it and yet if ‘Tony’ said so’ we did it! Running throughout his communication was the WHY. ‘Flatten the curve’ and ‘R’ number was on all of our lips and Dr. Holohan provided us with a hopeful vision of the future toward which we could collectively direct our efforts and energy. Tony has rightly become our ‘national treasure’

And finally:

It is easy to sit in our armchairs watching from the side-lines and see with hindsight the missed opportunities for decisive action and honest communication and we need to cut them some slack now and then.

Learning to push against the natural human tendency to downplay and delay does not come easy but maybe we can steal some traits from the Tony’s and Jacinda’s of the world.