Leading in a Time of Crisis
In February, bushfires in the Australian state of Victoria destroyed entire towns and killed hundreds of people. The scale of this disaster is still becoming clear, but this is a tragedy far beyond the experience or even the comprehension of any firefighter I know. Our hearts go out to our Australian brothers and sisters.
When tragedy strikes, people naturally look to their leaders to provide solutions, guidance, reassurance, hope and a path to a more positive future. A tragedy of this scale leaves fire agencies in a tough spot. Entire communities are hurting, and residents are looking to Victoria's Country Fire Authority for leadership. At the same time, CFA employees and volunteers are hurting. CFA members and their families were directly affected by the fires. People both inside and outside the organization will investigate, inquire into, review and study these fires for years to come. In short, the February wildfires will likely define the careers — indeed the lives — of CFA personnel.
Crises like these present enormous leadership challenges, in part because there is so much to do. Fire personnel are needed — and expected — to lead both in the communities they serve and within their organization. A tragedy of the scale of the Victorian bushfires can transform a fire organization either in ways that strengthen it or destroy it. Often, it is the quality of an organization's leadership that separates the resilient organization from one that cannot contain tragic events and recover from them.
I don't intend to offer the CFA advice from afar. I can only imagine what it must be like to be them right now, and the last thing they need is Monday-morning quarterbacking. Also, Australia is not America, and there's plenty of evidence that shows effective leadership varies from culture to culture. In short, the CFA needs solutions that make sense for Australians in general and for Victorians specifically.
However, the Australian tragedy offers the opportunity to explore some lessons learned about leading in times of crisis. These tips apply equally to one's leadership both inside the organization and outside the organization the citizens and in the communities that we serve.
Leadership is not managing the situation but relating to people. Leadership enables people to influence others to change their attitudes, beliefs, values or behaviors without coercion or manipulation. The leadership process produces meaningful change, guiding people from what is to what could be in a new future that reflects their mutual interests.
Even in good times, leadership requires courage. When crisis strikes, leaders need enormous audacity, particularly as they may have to inspire others while confronting their own doubts, fears and uncertainties. During a crisis, people look for leaders to convey a sense of confidence, calm and self control. More importantly, people also expect their leaders to act with transparency, honesty, sincerity and credibility.
Don't wait for formal leaders to provide all the leadership. Leadership is not a position; it's a process between people. The beauty of leadership is that it doesn't necessarily come from those in charge. A person can lead from wherever they stand. In times of crisis, organizations face far too many challenges to confine leadership to those in positions of authority. Anyone who is able must step-up and lead — each to their ability.
Acceptable Use Policy blog comments powered by Disqus
