Crisis Leadership Tips

When the going gets tough, the tough get going…well its easier said than done, right? Wrong! Simply keep your wits and courage and follow these simple instruction….
1. Do not get too attached to your ideas. While it maybe good at times to be passionate about your own ideas, but getting too emotionally attached to them is not logically correct. Most leaders are incredibly distrustful of ideologues trying to push things down their throats. It’s all about subtle-positioning. Be prepared to quietly walk away as logical separation from your ‘ideas-under-fire’ will give you the appearance of perspective & poise.
2. Be ready to accept alternative-views. Best way to react to most objections by success-leaders is by first embracing them, then patiently explaining why your plan could be better or at least is equivalent. Again, it’s a sophisticated positioning strategy. There is a subtle yet significant difference between, “My approach’s better and here is why,” & “That is an interesting idea; here is why I think this could be a better-approach.”
3. Mastering the art of zinger-retorts. When you aer getting grilled there could be some real-life zingers/ The only one way you can hope to beat a zinger is with the help of a zinger-retort. And the only way you can become good at your zinger-retorts is by getting good at thinking- on-your-feet, by leveraging equal parts preparation, knowledge, experience, and of course, self-confidence and belief. Not to forget the essential skill to have a sense of humor when under fire too (show you have courage and wit in the required measure).
4. Delicately managing your key stakeholders. You do need to know your info and strategies/ideas thoroughly and still be ready for the worst. Its very important to know the individual preferences and other business nuances of all your key business stakeholders and also have a pretty good notion of their expected objections. Select one-on-one pre-meetings with these stakeholders is a great idea as it will sufficiently equip you to handle their objections and suggestions with practiced ease.
5. Never, lose control of your meeting. It is your own-meeting, or at least your time to present your side of the story/strategy. So you are in charge & you’ll need to act like one. I do not care if the CEO & CFO begin going down a rat hole on a mindlessly trivial-point. You need to be adept at all the usual tactics for keeping your meetings on track: on topic + on time.

anshumali.saxena@soilindia.net