Lessons on Leading in Crisis

IN THE PAST FEW MONTHS, VIRTUALLY EVERY ONE OF MY CONVERSATIONS WITH A WIDE RANGE OF LEADERS HAVE HAD SEVERAL COMMON THEMES.

It’s now become cliche to point out that we are living through strange times. No corner of life has been left untouched by the strain of the present. A global pandemic, political polarization, and widespread unrest over racism and injustice seem to have left us all fraying at the seams. In the past few months, virtually every one of my conversations with a wide range of leaders have had several common themes. Most are some combination of fatigue and frustration. So here are just a few lessons I’ve learned firsthand, or from watching others, about how to navigate some of the present challenges.

Leading in Crisis Rarely Means Consensus

The more complex the crisis, the harder it is to get everyone to see it the same way, let alone identify the right way forward. A leader always has the responsibility of helping the organization tell the story rightly, including in these times. What is the essence of this present challenge and how does it put our ability to fulfill our mission at risk? What are the short term and long term threats before us? What has to be done today and what can be deferred to tomorrow? How might this present crisis fundamentally transform, perhaps even improve, the way we fulfill our mission?

The reality is that committees are generally unable to answer such questions with unanimity. It’s incumbent on leaders to work within the organization to put together teams that can get answers to questions, make sure the key stakeholders have as much relevant information as is available, and begin to quickly put together proposals for action. 

But at some point, every leader will discover that the course of action that seems so obvious does not necessarily seem so obvious to everyone else.

We should be wary of narcissistic leadership that presumes that only the CEO or “first chair” leader has the ability to identify the best course of action. A collaborative model, rightly defined and led, will indeed be far more effective. But that does not negate the need for strong leadership, nor should it delude us into expecting broad consensus.

This means that leaders need to develop the ability to hear complaints, criticisms, and alternative ideas, without being paralyzed, angered, or personally offended. Just don’t make an idol out of consensus.

Leading in Crisis Means Heightened Criticism

This may seem redundant, but it is worth extending a bit further. Leadership is never easy, but in a time of crisis the criticism can escalate quickly.

Decisions have to be made, sometimes with painful implications for budgets and personnel. And while a leader will do all they can to explain those decisions to those inside and outside the organization, they will rarely be able to provide the complete picture.

It’s one thing to have your decisions criticized, but it’s far more painful when those criticisms extend to your character. Of course, this is where trust--the central currency of leadership--is put to the test. But at some point you will likely face this and find that your decisions are not only called into question, but your integrity in those decisions may be maligned, sometimes even publicly.

We should all be prepared to humbly receive criticism, to prayerfully discern if there is truth in it, and to determine whether we need to change course. 

But that does not mean that we can afford to be bruised by every arrow slung our way. The Christian leader aims above all else to lead in a way that glorifies God and demonstrates His character. We long to lead in such a way that those we serve with flourish in their vocations and families. 

Leading in Crisis Requires Decisiveness

Times of crisis are marked by complexity and uncertainty. Those twin forces can have a paralyzing effect, rendering many a capable person unable to move forward with necessary decisions. 

Of course, the danger of foolish recklessness is always present and is just as dangerous, perhaps even more so, than passivity or inaction. But these are not the only available options.

I’m convinced that times of challenge have a way of accelerating time. Of course I don’t mean that in the literal sense. But societal and cultural crises have a way of accelerating change and innovation, as well as a range of disturbing possibilities (totalitarianism, violence, injustice, etc.). 

But this means that the leader exists in the crux of this accelerated moment, faced with a situation where decisive action--even if the decision is to stand resolutely still!--is more vital than ever. 

This is often what marks the quarterback who just knows precisely what to do when the timeouts are gone, the team is behind, and the offense is working with less than two minutes on the clock. It’s what makes the military commander who has not only studied and prepared for combat, but actually is able to make an immediate decision and to then mobilize his troops for action in real time when the stakes could not be higher. It’s what marks the surgeon who goes into the operating room with a plan, but upon discovering new challenges during the course of surgery, has to make immediate changes in the plan and redirect her team. Delay or indecision can mean the difference between life and death.

But the Christian leader--or a Christian institution--recognizes that this is not a call to humanistic pride. Leaders who are capable of leading in this way are gifted by the Lord. And we dare not underestimate the glorious gift of the indwelling Holy Spirit, who leads and guides believers in truth. 

Leading in Crisis Depends on Communication

To put it bluntly, the leader who knows the right path to take, but fails to communicate accordingly, will never be effective. This is one of the most challenging and essential dynamics for effective leadership in any season, but it becomes exponentially more vital in a crisis. 

If a leader, or a leadership team, makes decisions in a vacuum but does not clearly and consistently communicate those decisions to their organization or constituency, they will quickly find themselves out ahead, with no one following. 

Keep it focused, keep it clear, and always be honest. Even in times like the present, you will be amazed at how much clear and consistent communication means to those God has called you to lead. You will have to be intentional and strategic about it. If you simply let inertia push you along, you will most likely fail to seize the necessary opportunities to bring people along with you. But here’s some good news: never before have leaders had more communication tools at their disposal. Of course, we’re all swimming in a sea of mass media and digital communication. Whatever format works best for you and your organization, figure out how best to keep open lines of communication in a crisis. You will need them, especially as circumstances and challenges evolve, requiring shifts in organizational strategy.

Leading in Crisis Demands Character

Stress tests have a way of revealing strength and vitality, or weakness and decline. In times of ease, the latter can go undetected. But turn up the heat, increase the pressure, and you’ll eventually see what’s at the heart of institutions or organizations.

Every time we see an unbeliever demonstrate character in leadership, we should thank God for His common grace. We mercifully do not live in a world where we are all as evil as we could be. The reality is that character is always essential to true leadership, but all the more so in times of crisis.

In the Christian worldview, character is about far more than moralistic behavior. At minimum, we should hope for leaders who have some modicum of self-control, who do not berate their colleagues with abusive or angry tirades, who retain some understanding of the need for truthfulness. But the Christian leader understands that behavior is not to be misunderstood for character, or for virtue. God sees our hearts. He sees, and judges, our motives, our ambitions, and our affections. 

In times of crisis, our hearts are far more easily revealed. The idols of our hearts have a way of coming out of the shadows. Whatever the measure of leadership entrusted to us, it is certain that our own sinful heart will conspire against each of us in the middle of a crisis, pulling us back towards self-righteousness. That’s why we all need those daily--sometimes even hourly--reminders of the good news of Jesus’ finished work at Calvary for all who trust in Him. The Christian leader is ultimately called to lead in integrity, not out of their own supposed innate moral abilities, but as a response of grateful worship to what God has done for us in Christ. Indeed, our whole lives are offered up to God as worship. 

That good news also is amazingly liberating. Every leader will make mistakes and strategies will never be completely failsafe. So the anchoring power of the gospel becomes all the more steadying in the middle of these storms. In the end, no matter how a present crisis or trials takes shape, it cannot lay any claim to our eternal inheritance in Christ or our secure status as adopted sons and daughters of the Living God.