07 May 3 Leadership Practices That Improve Results During Multiple, Simultaneous Crises

In times of crisis, especially during multiple simultaneous crises, organizations thrive with leaders who: 

• Reassure by reinforcing trust 
• Show empathy 
• Demonstrate stability through competence and character
• Exude hope.

The scope and scale of the Covid-19 pandemic presents an extraordinary leadership challenge.  It’s created multiple, simultaneous crises for healthcare, the economy, social stability, education and international relations with no clear end in sight.  In addressing this challenge, social media and professional journals have been flooded by lengthy, exquisite leadership recommendations to help navigate the complexity of leading under such difficult circumstances.  I won’t join others by piling on with long, elaborate formulae.  Instead, my observations during multiple simultaneous crises in battle spaces of southwest Asia and business spaces of our cities point me in another direction.  First-hand experience reinforces my conviction that in crisis, a few crisp, clear, well-communicated concepts and actions provide leaders the framework needed to achieve positive outcomes.  The three most effective are: “Teamwork, Tone, Tenacity (T3).”

During my military service I always admired how leaders expressed their “Commander’s Intent” in a short, memorable, actionable statement emphasizing what their unit must do to achieve its goal.  After several years in the private sector I’ve developed a similar admiration for its equivalent; the business “Mission Statement.”  To be compelling, both depend on a leader clearly communicating the raison d’être for the organization, its course(s) of action and desired outcome(s).  It must be easily understood and able to be acted upon by all in times of tranquility and tumult. The Covid-19 pandemic certainly qualifies as a catalyzing event for such guidance.   

After participating in webinars and reading dozens of articles with leadership recommendations the past several weeks, I’ve calculated the average number of crisis traits and actions that leaders are invited to embrace is about seven.  They’re good lists.  I agree with them.  However, they’re too long (at least for me) to be readily recalled and applied when the “you-know-what hits the fan.”  That’s why I chose three … T3: “Teamwork, Tone, Tenacity.”   Cognitive studies show the human brain optimally remembers items in groups of three.  Authors, orators and pop culture have reinforced “The Rule of Three” for centuries: “Friends, Romans, Countrymen,” “Life, Liberty and The Pursuit of Happiness,” “Lights, Camera, Action” are just a few examples.  T3 also form a set of mutually reinforcing practices that result in success.  Here’s how:

• TEAMWORK:  Leaders build relationships … relationships result in trust … trust develops loyalty.  During crises, organizations with teams and individuals that trust and are loyal to each other perform more effectively than those that don’t. How do leaders reinforce relationships built on trust during crises? They: 
  • Communicate more and with greater candor, not less.  
  • Make themselves more visible and accessible (even if via video teleconferences), not less. 
  • Become more inclusive by inviting teammates to join in important decision making sessions by asking, “What do you think?”
  • Display competence at decisive points and key events.  That’s not to say leaders should increase their already heavy workload and micromanage.  In fact, during crises the most effective leaders delegate more authority to others closest to day-to-day problems which increases the team’s speed of decision-making.  The military and corporate maxim applies, “Speed Is Life.”   My fellow CEO, Jeffrey Hayzlett, of the “C-Suite Network,” calls those who combine speed with these other ethical actions as “Business First-Responders!”   

• TONE:  Leaders set an organization’s mood, culture and climate through their words and actions.  In crisis, this citation is particularly relevant: “Nothing gives one person so much advantage over another as to remain always cool and unruffled under all circumstances” – Thomas Jefferson.  Said another way by my Navy SEAL friends: “Calm begets calm … panic begets panic.”  It’s worth emphasizing that during crises, standards and performance cannot be compromised when carrying out “Commander’s Intent” or a “Business Plan.” Crises are the times for leaders to demonstrate more empathy and not less, but also ensure the organization remains focused on priority goals and objectives.  My colleague, Dr. Gary McGrath, CEO of Statarius, calls this aspect of leadership “Compassionate Accountability.“

• TENACITY:  Crisis is not operations as usual. Crisis leaders cannot default to “waiting out” current dangers.  When new ideas are applied in new ways against new problems, failure rates may be higher at first while adapting until effective solutions are discovered.  Leaders in crisis understand it’s OK to temporarily fail as long as they bounce back with an alternate plan.  It’s been my experience that teammates will forgive a leader if they make a mistake, accept blame and take corrective action. They won’t forgive a leader if they’re a phony and give excuses.  Admiral Hyman Rickover, father of the nuclear Navy, shared the following relevant observation: “Success teaches nothing. Only failure teaches.”  A final note here, crises physically drain us all.  Leaders must zealously pay attention to their teammates physical and emotional well-being and ensure they get enough rest, nutrition and can de-stress if exhausted.  My local Domino’s Pizza manager emphasizes all these points while executing his business plan during what’s been the busiest two months of his life!  

In summary, “Teamwork, Tone, Tenacity” (T3) is an easy framework to recognize, remember and apply.  Napoleon said it best, “Leaders deal in hope.”  In turbulent times, I’ve found the inspirational leaders who emerge deal in hope and personify T3.  I’m fortunate to have benefitted from seeing T3 demonstrated by outstanding business leaders, government officials and warriors across several decades in battle spaces and business spaces during peace, crisis and combat.  Together, these pillars comprise the Gold Standard of leadership and serve as a benchmark for today’s crisis leaders in the private, non-profit, government and military sectors.    

– Rear Admiral Becker, USN (Ret) served 30 years leading large, diverse, high performing teams.  In 2016, the U.S. Naval Intelligence community established the “Rear Admiral Becker ‘Teamwork, Tone, Tenacity’ Leadership Award” in his honor.  He’s been the CEO of The Becker T3 Group since 2016 https://TheBeckerT3Group.com