FROM THE COCKPIT: Lessons in
Leading Through Crisis
by Eileen McDargh
The pace of change impacting practice managers has never been greater.
From consolidations, mergers, and acquisitions to re-engineering
profit centers, managers are faced with what often appears to be
"crisis" situations. And with crisis comes the fact that
staff (and physicians) often experience anxiety, the off-shoot of
fear.
The following vignette offers practical lessons for handling the
fear and resultant anxiety which come with unexpected and unwanted
change. While this true-life situation occurred in the clouds, the
concepts are very much grounded in reality. Its lessons can be carried
into the office, hospital, or lab.
Sunny skies, light winds, and gentle surf started yet another lovely
Spring day in Southern California. Full of optimism, I boarded a
flight bound for New Orleans by way of Denver and a major speaking
engagement.
I never made it.
Snow intervened in Denver, delaying our 747 while nozzles spewed
chemicals onto the wings. The co-pilot explained the procedure and
how she'd walk back into the cabin to visually inspect the coating.
Once airborne, she told us we'd hear the landing gear go down a
second time as they checked the mechanics. Finally off to New Orleans
on Flight #1180.
Not.
A freak series of severe thunderstorms blew in from Texas, causing
considerable jolting and bucking. The captain, a voice calm and
deliberate, explained each deviation as he attempted to discover
a better routing. We couldn't even get close. "I'm an old captain,
not a bold captain", he explained when he announced we'd be
diverting to Birmingham, Alabama. The passengers applauded his honesty
with our safety while we all silently and not-so-silently moaned
our fate. Cockpit voices told us we'd be informed as soon as the
captain landed, walked through the jet, and called base operations.
Birmingham was not this carrier's hub.
One hundred-fifty people, many with small children, listened patiently
when he returned and explained the exiting procedure from the aircraft,
where we'd lodge, and when we'd meet and "have another go at
it" in the morning. Not one whimper or angry outburst arose.
And true to his word, we all assembled after little sleep, no food,
and for many, no change of clothes. We had now bonded in the experience
and called out to one another, laughing and sometimes gasping as
the still rocky air finally parted enough to bring us into New Orleans.
I lost income on that flight but I gained a strong metaphor for
leadership principles in times of crisis and change. What the captain
and crew engendered that is missing in so many of our downsized,
fear-racked businesses was TRUST.
Let's use this word as an acronym for understanding exactly what
happened on this trip and what all leaders must do in today's whitewater
world.
T: Tell the truth and reveal feelings. Information abounded
on Flight #1180. People deserve and need plenty of information about
what's happening, why it's happening, and what are the next steps—
even if those next steps are to stop, take stock, and develop the
next plan of attack. And the information has to be immediate. Waiting
while the rumor mill churns out various versions of "the truth"
creates anxiety, second- guessing, and sometimes panic. None of
these are conducive for productivity. Notice that the captain also
admitted that he was "old not bold". Leaders are not invincible.
Employees can identify with this statement and also become reassured
that the leader is not going to do anything foolhardy to jeopardize
the organization and its people.
R: Respond consistently. Once the captain and crew established
a reporting method, they continued with the updates. Voices never
changed. A pattern of zigzagging to avoid storms was followed. Is
it not true that business often needs to consistently be inconsistent
in seeking improvements, finding new markets, responding to the
marketplace?
U: Understand your role. Be competent. Be visible. With voice
as well as physical presence, the captain and crew were "out
and about". In times of change and crisis, seeing and hearing
the leader is important. By walking through the cabin and putting
a hand on different people's shoulders, he reassured passengers.
The captain also invited people to stay with him and talk about
the flight if anyone was concerned. In times of change and crisis,
it is vital that leaders be seen and available for questions and
feedback. Too often, the leader meets only with senior people or
disappears behind closed doors.
S: See people as trustworthy. The captain stated what he
would do and that he expected us to follow his instructions. He
basically said, "I trust you to do what is right for yourselves
and each other." If a leader wants to be trusted, that presumption
must also be present.
T: Take action. Tickle funny bones. On Flight #1180, passengers
were kept appraised of each action step and the results of that
step, both positive and negative. Whether in the board room, the
marketing department, or the cockpit, an action followed by course
correction is a wise mode for handling any change or crisis. Lastly,
the captain and the crew managed to find humor in the situation.
Laughter, as Victor Borge used to say, is the shortest distance
between people. Laughing over what cannot be controlled creates
that element of bonding which is fundamental in maintaining trust.
A self-litmus trust test would benefit us all. What would people
say about our behaviors during change or crisis? Would there be
mutiny and fleeing the ship? Or would people stick with us to the
next destination in the organization's journey? Let's trust they
would.
© Eileen McDargh, McDargh Communications. All rights reserved. You may reprint this article so long as it remains intact with the byline and if all links are made live.
Since 1980, Hall of Fame speaker Eileen McDargh has helped Fortune 100 companies as well as individuals create connections that count and conversations that matter. Her latest book is Gifts from the Mountain-Simple Truths for Life's Complexities. Her other books include Talk Ain't
Cheap...It's Priceless and Work for a Living and Still Be Free to Live, one of the first books to address the notion of balance and authentic work. A 59 year-old grandmother, she recently returned from climbing among the highest mountains in the world. Find out more about this compelling
and effective professional speaker and join her free newsletter by visiting http://www.EileenMcDargh.com.
McDargh
Communications
(949) 496-8640
Eileen@EileenMcDargh.com
www.EileenMcDargh.com
© 2008 McDargh Communications, All rights
reserved
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