Navigating the Unknown: Enhancing C-Suite Preparedness for Crisis Management in 2024
How can the C-suite better prepare for crisis management situations in 2024? View this “preparation” as an opportunity to persevere on the people front. It is time for the C-suite to build trust and excel at two-way communication, especially compassionate listening. Demonstrate how to be a “people leader.” Most importantly, set a different example of leadership.
A management style designed to appeal to an organization’s most important resource—it’s people—can be highly effective. Learn these two lessons (1) How Leaders Build Trust and (2) the Power of Two-way Communication.
How Leaders Build Trust
In order to provide trust and respect to others, leaders need to be fair, open and honest with people. If there are major changes coming internally, it is best not to surprise employees, but rather engage them in conversation. By being part of the discussion, trust and respect are fostered. “Talk openly and honesty among each other, and confront people in meetings,” shared Kristi Lafleur, former head of the Illinois Tollway. She adds, “My approach is to be fair and honest with people. You won’t always be able to tell people what they want to hear or do what they want to do, but you can try and explain the process and create an atmosphere where they will be dealt with fairly. We use the screen of ‘what our customers would want.’”
Communication is particularly important when it comes to trust. Linda Mallers, CEO of MaetaData (remove: FarmLogix), told us that she avoids any negative talk about other colleagues when they are not around. “Don’t talk about any co-workers in a way you wouldn’t want to be talked about.” How do you communicate in a catastrophe? “Be open and honest. Get everything out all at once. Don’t share a little information today and a little more tomorrow, because the messages tend to snowball.”
Jen Bentz of Utz Brands uses a different method of communication. “We work across multiple locations. We’re not face-to-face, so we use technology (e.g. video conferencing or blogs) to reach out to others and collaborate. Ideas come from everywhere. We’ve got to feel confident that every single person in the organization has a voice. We have regular meetings where people share what’s new in the market domestically and globally, and how that can spark ideas. We are always looking for avenues from where we can build and engage with each other.” Collaboration, she contends, creates a sense of trust.
Another component of trust is transparency—letting those you work with know what is going on and providing the openness to communicate problems and issues in a safe way. One CEO has office hours several times a week where anyone can come and speak about any topic. Kristi Lafleur had set up different channels that allow employees to report misconduct and raise issues at the Illinois Tollway when necessary.
The Power of Two-Way Communication
Everyone has to work together to keep a team’s bond healthy, but this is easier said than done. It requires constant open communication with ample compassion. If you are down on somebody because you are not happy with that person’s performance, and you don’t talk with them about it, then you get stuck in a toxic environment. When the communication is strong, the bond becomes stronger. If even one team member gets left out or doesn’t participate for whatever reason, the bond is impacted. To prevent this from happening, team members must learn to talk deeply and reach out. When they do, strengthened relationships and deepened bonds emerge.
Learning how to talk to one another is the single most important thing we can do to create a strong team. Imagine what a team environment would be like if there was no talking. This happens most often in strict teams where members are afraid to say anything, so they remain silent. Communication gaps exist in most teams, and communication that is honest and respectful can be rare. Healthy teams are built through frequent, careful two-way communication.
