Navigating a ship in the best of weathers is an onerous task. The captain of the ship is responsible not only for the safety of the ship but even more importantly, the safety of the crew and passengers. During turbulent times, a leader must steer the ship with a steady hand, charting a course through uncharted waters. Those who embrace this responsibility feel the weight of the burden. This becomes even more critical when the ship is passing through a storm as everyone is looking up to the captain to sail them through it. The captain must not only navigate through the rough seas but also keep the crew's morale high, reassuring them with clear directions and unwavering confidence. Just as a ship's captain must balance caution with courage, so must business leaders balance immediate actions with long-term planning to navigate their organizations safely to calmer waters.
In times of crisis, ingenious leadership is put under the microscope, revealing the true caliber of those at the forefront. Stakeholders, whether it’s the employees, investors, or customers, expect leaders to exhibit a blend of decisiveness, clarity, and empathy. Crises demand more than reactive measures; they require leaders to take swift, strategic actions while communicating transparently and effectively. Stakeholders look for leaders who can provide reassurance and direction. Compassion is equally crucial, as understanding and addressing the concerns of all parties involved fosters trust and unity.
One doesn’t have to be a CEO to be faced with this responsibility - one is confronted with this the moment one is responsible for a team. So, it is crucial for every team leader to reflect and be prepared for any such eventuality. Failing to prepare is tantamount to preparing to fail.
On reflecting how I have managed emergencies through my three decades plus career as a leader, I rely on the CREST model.
The second is to ask the question – “what is the Risk perception? It’s essential to assess the immediate dangers to life, safety, and mental well-being. If these are at risk, swift and decisive action is needed to mitigate harm. For risks that are primarily commercial, leaders must remember that most business setbacks can be recovered over time, which helps in maintaining a calm and measured approach.
Elucidate the facts as they stand. Our mind is genetically wired to exaggerate the risk. This was a survival mechanism for our hunter gatherer ancestors where underestimation of a risk could lead to death. Writing down facts of the emergency helps. What has happened? What are the possible implications? What is the probability of each of these possible outcomes from eventuating? What are the outcomes with the highest impact on business with the highest probability? We can de-prioritize dealing with outcomes that have low probability.
State the facts to your team clearly. It is important that your team sees the situation as you do which will help manage the panic that might set in the team. It will calm the nerves and get team members to start focusing on facts and not on conjecture or overheated imaginations. Research has proven that stress levels in humans go down when they are acting. Focusing the team on facts and actions related to them helps manage stress levels in the team effectively.
Navigating through a storm may be a daunting task but it can lead to priceless learnings and a wonderful opportunity to build followership. So, my fellow leaders, pray not for fair weather but for the strength to see your team through the storm.
An Engineer with a Post Graduate Degree in Management Studies, Ashish has close to 30 years of experience in the Packaging industry. Ashish has completed Executive Education from Harvard and INSEAD, France. He also holds a Diploma in International Trade, from the Indian Institute of Materials Management and a Diploma in Packaging from the Institute of Packaging, UK. Ashish took over as CEO Siegwerk India in 2016 and has assumed the role of President Asia for Siegwerk in 2021, which includes the Southeast Asia business, along with India and Greater China. Before joining Siegwerk in 2015, Ashish served in senior positions with companies such as Huhtamaki, Henkel and International Paper.
