Crisis management is change management
Rudy The Rock,” as former New York City Mayor Rudolf Giuliani is fondly called, was a most welcome visitor of the country when he was invited to deliver the keynote address in the “Leadership in Crisis” forum presented by The JC Binay Foundation and co-presented by The Philippine STAR last July 29 at the Makati Shangri-La Hotel.
The extreme chill brought about by the devastating terrorist attacks of
Many leaders face crises, wreaked by external exigencies that require the support of the populace. Or sometimes, leaders with deep insight become the bearers of essential redirections and inspire a sense of urgency, critical in bringing about an improved tomorrow. Either way, Giuliani’s post-9/11 actions are useful guideposts for anyone who is tasked to manage a crisis and lead the changes that will come after.
Crisis management’s twin practice is change management. It makes you let go of an old practice and adopt a new one. It sounds easy, yes, but in truth it isn’t. Change is uncomfortable, and adjusting to it is messy. It’s a breeze to prepare a to-do list, but behavior and long-held habits are not easy to alter. You respond to change in various ways. You’re startled, energized, challenged, personally and professionally affronted, secretly horrified, or confused. It might sound embarrassing, but it’s a reality. You love change when it suits or benefits you. But change you don’t understand that results in crisis alarms you no end.
In the Age of Unreason, futurist Charles Handy described the era we live in as one in which “the only prediction that will hold true is that no predictions will hold true.” In his view, even change itself has changed. He explained, “Change used to be more of the same, only better, but not anymore. Today, change is discontinuity.” He asserted that it no longer follows a pattern, allowing us to think upside down, backward and forward, inside and out.
Giuliani, in his unscripted delivery, shared the basic principles of crisis leadership. They are rules that we have read and heard before but he gave a fresh take and rightfully situated them using the case of 9/11. The principles cover beliefs and attitudes a leader in crisis must be aware of in order to get out of serious trouble and effect change afterwards. They can be summarized in the following six-pack:
1. Carry out a 20-20 vision for tomorrow. “This is our finest hour,” became Mayor Giuliani’s key message as he moved people to help manage the aftermath of 9/11. It articulated an optimistic vision of what he foresaw as the future for the Big Apple. Using this battle cry, he called on New Yorkers and all other Americans to brace themselves for their duties, and for them to stay in the city and help out, “because these are defining moments.”
If your organization is in a similar circumstance, determine the opportunities to fix a system that is essentially broken, and build a new business model and set of procedures that will function more efficiently in the service of your mission in the future. It would be best to keep reminding employees of the huge and extraordinary opportunity that the “here and now” predicaments pose, even if it all seems like bedlam. Chaotic situations are dangerous situations. But it is also in these situations where creativity thrives, and where the best in people comes out.
2. Be seen and be heard. Giuliani’s ubiquitous presence in the whole process of managing the disorder worked well. He was all over the place, but he made sure that time was well spent, priorities were thoroughly set, and various efforts were aimed to have maximum impact. He had answers to practically all questions, big or small. But when he didn’t know what to say, he pointed people to the right resource to get the answer. He had a calming effect, which made people move faster and operate better.
Availability of critical information is vital when you lead a change effort in your company. Supply your team members with data that will challenge them to be part of the endeavor to create solutions to problems or find the answers to important questions. This is empowerment at its finest.
3. Inspire people to deliver authentic service. Giuliani challenged people to do something out of their genuine desire to help. This task was easy for him. His constituents, when called and mobilized, were ready for the great test. But in any change program, participants are challenged to remember the company’s vision and mission, and how they serve the needs of others. As the leader, your organization needs you to become a moral compass to help people stay focused on matters greater than self-interest during crisis or radical change. You have to motivate them to heed the higher calling of service.
4. Extend an iron hand in a velvet glove. Giuliani set limits with the media. He effectively controlled reporters when questions became inappropriate during interviews. He made critical decisions about traffic into and out of the city as well, in spite of potential resistance from already suffering business interests. Luckily, he did not have to deal with strong oppositional elements since everyone was just too ready to help.
You will encounter oppositions in a corporate setup as well, and if you do, place your future directions in complete and clear terms. It will make life easier for you. Stick to your guns, say no if necessary, and be ready to deal firmly with people who create stumbling blocks in your path.
5. Publicly applaud those who make a difference. Giuliani never missed a chance to encourage people’s lending hands. In fact, he lavished them with motivational words constantly. He didn’t underestimate the power of words. He used positive recognition to keep them going, even in an organizational culture that might initially interpret such actions cynically. He stayed on message and became the moral compass for the group. Expressions of great approval became his most potent implement in establishing and sustaining stability and triumph.
Even when you feel harried and tired, be sure to end your comments and interactions with some praise, because people will need to see positive, human models of how to respond to the circumstances. As the change leader, you have to model that and constantly highlight other models as well — because that is critical in how people will learn and adjust.
6. Sing from the same hymnbook. Whenever Giuliani was asked a question unrelated to the issues at hand, he respectfully reminded everyone of what the higher stakes were and what the real issues were — even as he answered or partially answered the question. He was consistent with his sound bites from the beginning and right on through — no complex slogans, just a clear image and a single-minded information track. He projected his core messages in various platforms and talked about them at every opportunity he got.
You will meet individuals who will feel like they’re playing handball and you’re the wall, because all their statements will come back to you in a way that will reinforce your key message points (KMPs). Remember to write out not more than three KMPs, and state them simply at the start of the change process. If you can’t define your KMPs, you are not ready for the change initiative. But when you are ready, make sure everyone is “singing from the same hymnbook.”
Change management is difficult because it creates the most complex leadership challenges, but applying these lessons to leading change or to organizational crisis will go a long way toward making any leader successful.
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E-mail bongo@vasia.com or bong_osorio@abs-cbn.com for comments, questions and suggestions. Thank you for communicating.
