Reaction and response.

One is emotion-based, and hopefully, the second is not so much. In a crisis situation, as the leader, the combination of these two will go a long way in determining the magnitude and longevity of said crisis.

Emotions play a large part in how we react to difficult situations, as they are the initial obstacles. We need to deal with emotions before we can even begin to formulate a positive, controlled response to the situation we find ourselves in. Our initial emotion-filled reaction to the crisis is usually automatic and fast and, more often than not, is beyond our control.

However, this is why we need to be able to differentiate between our reaction and response.

Initially, we might have an emotion-based reaction; we then need to create time, opportunity, and savvy to truly gauge the situation and begin the process of formulating a timely and relevant response.

The biggest problem here, though, is that the initial emotionally charged reaction usually consumes every part of our being, as it is the mind’s way of telling the rest of our body that this stuff is big. I want you to understand the magnitude of the situation.

Is this reality or perception?

Well, this is why your response has to be divorced from the initial reaction. Your go-forward strategy has to be based on the reality of the situation, not on your emotional perception of it.

Even though that initial emotional reaction may be automatic, your more structured response will still be determined by how you look at the crisis. For most, there is one of two determinations they make at this point: the crisis is either a challenge or a threat.

At this point, how you see the situation will ultimately determine your beliefs toward it and your subsequent response to it. Those beliefs will then influence a set of thoughts, behaviours, and actions that will either resolve the crisis or simply prolong its destruction.

As a leader, remember that in times of crisis, you are not the only one who needs to be looked out for; it is the people around you who are looking to you for guidance, direction, and insight into how they should respond.

Although a crisis is never enjoyable, that doesn’t mean there can’t be a positive outcome. The outcome will not always be determined by the original crisis but more by how you deal with it.

As I said above, in many cases, it is not the crisis that causes the problem; it’s how we perceive and react to that crisis.

From my observations and experiences:

Bad leaders are crippled by crisis.
Good leaders survive crises.
Great leaders create improvement from crisis.

So a few key points to dealing with a crisis:

-Be objective
-Step back and look at the situation as if you were not involved
-Go back to the experience that has worked before (as long as it is still relevant)
-Control emotions
-Be aware of the reactions of others
-Retain perspective
-Live in the present
-Focus on what is in front of you and what you can control
-Don’t jump at shadows
-Measure twice cut once => take action

It is not always easy, but it is always necessary to ensure…

The Journey Continues!