Leading During a Crisis

Some would argue that law enforcement leaders manage and lead during crises almost daily. To an extent, that is true. However, from time to time a large-scale crisis occurs which can quickly and, for better or worse, intensely cast a bright spotlight on a leader’s abilities – or lack thereof. So what are the most important actions a leader can take when faced with a crisis, whether a natural disaster like the COVID-19 pandemic or man-made crisis such as a mass shooting?

Planning

The current public health emergency has clearly illustrated that not every disaster or possible contingency can be anticipated and pre-planned down to the smallest detail. Nevertheless, when the inevitable confusion and fog of crisis occurs, a well laid out plan with resources and responsibilities helps steady the ship and give a leader time to gather information. Part of this planning should involve relationship building. A name and phone number on a flowchart are not nearly as valuable if you have never spoken to the person before the event.

Make Decisions

At the beginning of a crisis, the primary expectation of a leader is to make decisions. Because of the inherent ambiguity of most disasters, some leaders experience “paralysis by analysis.” General Colin Powell used a rule of thumb in decision making he called the “40-70 rule.” He said that if you had less than 40 % of the information you needed to make a good decision, then you were shooting from the hip. If you had more than 70 percent of the information, then you were waiting too long and the opportunity had probably already passed you by. The other 30 percent is made up of experience and instinct.

Empathy

The first two points are critical but they are more about the management of a crisis and less about leadership during a crisis. Leadership is about people. A leader must remember that those inside and outside the organization are personally and psychologically affected by the crisis. Even the toughest officer or deputy still experiences stresses, fears and anxieties as a result of the situation. A leader must, as Simon Sinek said, worry less about being in charge and more about the people in their charge.

Be Visible

During difficult times, most people are comforted and steadied by seeing their leaders out front, well, leading. President George W. Bush is often used as an example of the good and bad results of this principle. After the 9/11 terrorist attacks, President Bush made a famous, unifying speech using a bullhorn on the still-smoldering rubble of the World Trade Center. In contrast, he is infamous for the picture of him looking out of a window of air force one at the devastation of New Orleans caused by Hurricane Katrina. President Bush admitted that it made him look detached from the suffering on the ground. Researchers have found that visible leaders are perceived as more effective than those who spend all their time in the command center, even though in reality, they were less involved in the successful resolution.

But Not Too Involved

Some leaders feel that they should “lead by example” and get out among their troops and lend a hand. Depending on the situation and the size of the organization, this may not only be a good idea from a leadership principle but also might be logistically required. However, what a leader should remember is that it is easy to lose sight of the forest for the trees. An effective leader must be detached enough to maintain situational awareness and not forget that one of their main jobs is to be able to have the vision to anticipate what is on the horizon.

Over-Communicate

If there is anything we have learned from the pandemic, it is that people need to hear from their leaders, and they like to hear from them often. Gov. Andy Beshear’s leadership performance during the current pandemic has received praise from both inside and outside of the commonwealth. A large part of that success has come from his nightly news conference where he gives people of the state updates on the crisis in a reassuring, authentic way. This communication not only relays information but also makes people feel more at ease. In times of crisis, people need their leaders to provide a “sense” of the situation and ensure they know that they will, “get through this.”

Planning

One thing that leaders forget once a crisis has passed is that many valuable lessons can be learned. A thorough post-mortem should be done to see what went right and what opportunities exist to be more prepared for the next crisis. Historically, law enforcement has done a relatively good job of evolving from lessons learned. If you consider the changes after Columbine, 9/11, Ferguson and other crises that directly impacted law enforcement, the tactics, culture and leaders have all risen to meet those challenges, and they will rise to meet this one as well.