6 ways to lead through the crisis, according to executive leadership coaches

This is an unprecedented time for leaders around the world. Faced with a crisis and forced to make difficult decisions, now is the time to find the opportunity to lead through it.

Executive coaches Anna Tartak and Sarah Olin, founders of Clutch Coaching, have been helping leaders and teams at companies like Google, Amazon, and Bank of America overcome and thrive through challenges for years. 

“When leaders show up great, the team shows up great. Great leaders produce great teams,” says Sarah.

We asked them what advice they might share with leaders in the face of the global crisis. Here’s what they had to say.

(1) Frame the crisis

How you frame the situation or problem often determines how it gets handled. Try thinking of a crisis as an opportunity to pivot and reinvent, or to make improvements you’ve been meaning to make for a while. 

“People want to feel that they’re made for something, that they’re rising up to the challenge before them. As leaders, our job is to define that challenge” says Anna. 

We’re well into this crisis, but leaders still need to be thoughtful about how they speak about the experience. Sarah and Anna believe that breakdowns are an opportunity for breakthrough, and this pandemic is no exception.

“When leaders show up powerfully with clarity and vision, their teams feel safe and supported,” says Sarah.

(2) Define success

Give yourself time and space to define success and cast a vision of what success looks like for yourself as a leader, for your business, and for the people of your organization. Anna recommends spending 10-20 minutes weekly exploring where you want your organization to be with a long-term mindset. 

Once you have your vision, work backwards. What are the specific actions and tasks that you need to take to reach the vision? What people and timelines can you assign to each task.  

“It’s important to share the vision so that each individual on your team can take ownership in their part,” says Anna.

You should clearly communicate what’s expected and what you need from your team during these times.

(3) Bring authenticity and vulnerability

Anna and Sarah have both been trained by Brené Brown, a world-renowned expert on leadership and courage, through the Dare to Lead™ program. 

This step is a key part of the Dare to Lead principles. Brené Brown defines a leader as anyone who takes responsibility for finding the potential in people and processes and has the courage to develop that potential. 

Right now, everyone is scared and the lines between the personal and professional are blurred. However, Anna reminds us to not confuse vulnerability with comfort – it’s not about what’s comfortable – it’s about making a difference as a leader.  

“Practice, practice, practice. There’s no script or formula. If you want to bring authenticity, vulnerability, and courage, it’s a practice. And there has to be a willingness to do it,” says Sarah.

(4) Develop resilience

Resilience is about noticing thoughts, letting go of negative narratives, and returning to your biggest commitments quickly. Like vulnerability, it takes practice. To practice resilience, first focus on calming your mind, observing your thoughts, and recognizing you have a choice in what you focus on. There is a lot of frustration right now. Anna says, “practice meeting the frustration with curiosity and reflection first versus immediate reaction.” 

“People often confuse resilience with spirit. Resilience is about having a plan for when things inevitably go wrong,” Sarah says. 

Teams that show resilience are flexible, collaborative, and connected to the mission and vision of the company.

(5) Develop self-awareness and empathy

“Your emotional intelligence is paramount during these times. Ask for feedback from your team and your peers,” says Sarah. This is especially important now; if you’re leading from a place of fear and blame, your team will catch on. Trust your team and believe that everyone’s doing the best they can with the given circumstances. 

More than ever, it’s important to not try to deflect blame onto others (coronavirus included). Instead, look for what you can own about the breakdown. Sarah says, “If you start making it about other people, you’re suddenly in a victim conversation. When you take 100% of the responsibility, you’re in the powerful position.” 

“There are very real consequences to COVID-19. We may not have a choice around the circumstances, but we get to decide if we’re going to be great about it,” says Anna.

(6) Get supported

“As a business owner and leader, it is crucial that you get supported outside your team. Your job is to show up and be great for your team – that means having your needs met and showing up powerfully,” says Sarah. 

“This goes hand in hand with being vulnerable. We all have our circle of people, our tribe. It’s about being able to go to the people you’re closest to and asking for what you need,” Anna says.

Creating a support structure will look different for everyone. It’s about creating one that works for you. 

When asked about her experience working with Clutch, Cristina Wilson, founder of Mood House and former Agenda President, said, “my biggest takeaway was that our stumbling blocks were almost always cyclical – there were patterns we just couldn’t see without an outside perspective. Learning to break those patterns absolutely helped me get to the next level as a leader.” 

You can learn more about Anna and Sarah’s coaching service, Clutch, here.

In June and September, Clutch is offering a three-day training of Brené Brown’s Dare to Lead™ curriculum. Upon completion, participants will be certified in Brené Brown’s, Dare to Lead curriculum. 

This content was created in partnership with Clutch Coaching.