6 Steps To Leading Effectively Through A Crisis

Photo: Suzanne Plunkett/Reuters at www.guardian.co.uk

Leadership expert Jasbindar Singh hit the nail on the head when she blogged about the six leadership lessons we can learn from BP CEO Tony Hayward’s behaviour to disaster still occuring in the Gulf of Mexico.

Hayward has attracted much criticism for his apparent inability to demonstrate any kind of genuine empathy for the people, wildlife and general environment affected by BP’s catastrophic oil spill.

Over a million gallons of oil a day are spewing into the ocean and yet Haywood seemed more concerned about himself, openly stating ‘… I’d like my life back …’ before heading away to attend a sailing regatta.

BP Chairman’s remark ‘we care about the small people’ also infuriated peole worldwide, and left BP’s senior executives looking like self-absorbed, spoilt brats concerned solely about the oil and profits being lost to BP, rather than the economic and environmental impacts their rig explosion caused.

CE’s get paid big bucks to handle crises – preferably with integrity. Making excuses and blaming others is behaviour unbecoming of any CEO, especially one whose company was responsible for the level of damage caused. No matter what happens now, BP’s reputation will always be tarnished by the comments Tony Hayward and Chairman Carl-Henric Svanberg made, and the way they responded.If you want to avoid being seen as a leader of little substance take Jasbindar’s advice and follow the 6 steps to effective leadership through a crisis that will mean you have a reputation for integrity rather than a reputation that’s both unattractive and casts doubt on your ability to lead.

The points below have been taken directly from Jasbindar’s blog with her permission. I encourage you to check it out in full for more information about leading with integrity.

1) Take responsibility for what’s happened

You are the leader and the buck stops with you. Period. No ifs, buts or other excuses. You can’t afford to come up with distancing and disowning excuses such as, “I wasn’t involved in the decision-making process” and you didn’t know about the problems until very recently. For the Kiwi readers – see a Tui ad coming along? Imagine being one of the employees on the rig and this is the support you get from your CEO? You and your company’s reputation are at stake. Taking responsibility allows you to lay the foundations for moving forward. Unless you do this, it’s all gas.

2) Be authentic

Saying “I am deeply sorry” isn’t enough and means very little when your overall conduct and demeanor – everything else that you say, do and are being – does not demonstrate a true sense of contrition and remorse. “Sorry” is meaningless unless it’s backed by genuine feelings and actions. If others see you as inauthentic, it creates even more anger and distrust. Ask any victim who has had an offender mouth sorry to get a lesser punishment but wasn’t really genuinely caring or empathic. It leaves people feeling angrier and with an even greater sense of injustice.

3) Actions follow intent

Regardless of what you say – the old adage – talk is cheap holds. As a leader, your actions will be story boarded and subject to scrutiny. The compounding effect of your behaviour and actions will tell a consistent story and outshine what else you may be saying. Your outcomes are a result of the actions you take which in turn are reflective of your intent. People quickly see through that.

4) Practice humility and develop empathy

It keeps you grounded. Some of the best leaders are also very humble and have the best interest of others around them. Organizational leaders have a responsibility not just to the shareholders but also the communities they operate out of and the people they serve. Gone are the days of arrogance and self aggrandizement.  Karmically too, it doesn’t work as sooner or later, things come back to bite you – call it the law of universe.

As a leader, “it’s not all about you!” No matter the eleven lives lost, the impact on the coast, wetlands and marine life, those “small people” whose livelihoods have come to a halt, the CEO is noted for declaring “I want my life back” and to his executive team, “what did we do to deserve this?” Where is the empathy – a core component of emotional intelligence?

5) Be respectful of others

While you are being questioned by the Congress isn’t quite the time to be looking at your watch. I have had a number of clients who have reported how discounted and disrespected they felt when their manager sat in a meeting with them while also immersed in his blackberry. On one occasion it was while they were going through his performance review. This is a sure way to create disengagement and make someone feel like they are not valued. Become aware of your non-verbal and other unconscious behaviour, its impact and how it’s undermining your leadership.

6) Walk the values talk – be in integrity

BP says its code of conduct is the cornerstone of our commitment to integrity. As Tony Hayward, the group chief executive, affirms: “our reputation, and therefore our future as a business, depends on each of us, everywhere, every day, taking personal responsibility for the conduct of BP’s business.” Really? The four BP values are progressive, responsible, innovative and performance driven.  Responsible is defined as follows – “we are committed to the safety and development of our people and the communities and societies in which we operate. We aim for no accidents, no harm to people and to damage the environment.”