How leaders can guide their team through today's uncharted territory

Published in New England Women Business Owners' newsletter, Contact, December 2001

The late Paul Petzoldt, founder of the National Outdoor Leadership School (NOLS), is quoted to have said, "There is nothing like an unexpected crisis to test one's leadership."

I learned this firsthand when leading a group of beginner hikers on a weekend expedition in the White Mountains a few years back. We were hiking up Bald Mountain on what was predicted to be a beautiful summer morning.

We were traveling upwards toward the summit but still below tree line when we heard the roll of thunder and crack of lightning. How UNEXPECTED! Every one of us stopped hiking and looked up. We were under heavy tree canopy coverage so we couldn't see where the thunder was coming from. Another clap of thunder was heard almost immediately. Someone flinched. Someone else gasped. Then all eyes moved to me. No one spoke. Their nervousness was palpable.

I took a deep, calming breath. I was so thankful I had received electrical storm training from NOLS and now we had a chance to use it! Smiling broadly, I explained the situation, my training in this area, and the effects this circumstance could bring to our original hiking plan. I laid out what steps we needed to take to ensure everyone's safety. No actions were taken until all questions were answered, the plan was understood, and roles divided among the group based on people's strengths, interests and level of readiness. Time felt like it stood still because all this happened BEFORE the next clap of thunder was heard.

We spread out per safety precautions. We stayed within sight and earshot for easy check-ins. For the next 40 minutes we stayed in our roles following our plan while thunder and lightning descended on us full force. Then it disappeared as suddenly as it began. We laughed with each other, congratulated ourselves on a job well done, and noted that what started out as scary turned into a fun learning experience!

Another hiking party traveling a short distance away had a very different experience. At the first sound of thunder, their leader thought it best to act decisively and head her group of beginner hikers down the mountain as quickly as possible. To her, this meant immediately leaving the trail and bushwhacking down a boulder field. In her haste, she fell trying to navigate over a boulder. Her group panicked and became separated. The whole group did not meet up again until hours later when they straggled back to the hut in which they were staying. Their mood was anything but celebratory.

As a change management coach, I partner with business leaders to help them navigate the often scary, uncharted territory of change. Much of my advice about the best ways to lead people INSIDE a corporation during uncertain times come from wilderness experiences like this one. Here's a quick reference sheet of how to proceed:

• Be prepared for the unexpected. Hone your leadership skills. Seek out special training that might come in handy during a crisis. Develop your confidence and credibility in realistically judging your (and your team's) ability and limitations to make and execute sound decisions under significant pressure.
  
• Create a shared vision among your team so crises are seen as only a temporary obstacle on the journey to achieving a common goal.
  
• Get to know what motivates each person on your team. Move among them so you have the chance throughout each week to share informal moments. Work with them on a few projects so you can identify their natural talents, hidden strengths and general level of coping when under pressure. Share more than work. Lend both of your ears over lunch, coffee or even a walk outside. Listen to what each person believes in and values most in life.
  
• Listen to your customers. Pay attention to what is keeping them up at night NOW and identify ways your team can help solve their new concerns and problems.
  
• Take the time now to look for ways to align internal communications and systems with your shared vision so your team will be as agile as possible when the unexpected comes your way.
  
• When crisis strikes, stop, breathe and think before speaking. Take the time to observe and evaluate the situation, the resources and the best course of action options calmly. This creates the necessary space you'll need to respond thoughtfully versus react out of fear.
  
• Check in with yourself to see how you are coping. Seek out the help you need to be there for your people.
  
• Take care of your people. People will be nervous and watching you closely. They need to feel their safety is uppermost in your mind or they might panic.
  
• Be upbeat. Exude a "we'll get through this" attitude that comes from the heart. Remind them this is all part of the adventure and the gift of this moment is that an unexpected event can be a great learning experience.
  
• Get everyone together and tell it to them straight. Be confident yet human and realistic. Speak calmly and slowly as you explain the situation, the resources and the options as you see them. Outline your plan. Explain the role you will play. Ask for the help you need.
  
• Allow people to express their feelings, concerns and expectations directly to you. Ask them how they would like to contribute to solving the problem.
  
• Listen and respect suggestions from your team. Let people define the role they're comfortable taking on given their level of coping.
  
• Divide up tasks based on individual strengths, interests and capabilities given the current situation and level of coping.
  
• Act once the plan is fully understood and committed to.
  
• Role model expected group behavior. You MUST walk your talk.
  
• Stay connected as the plan unfolds. Find times to work along side each team member. Stay available for questions and concerns. Check in often to determine how folks are coping. Clarify your mission and its progress.
  
• Manage a macro and micro view of the overall situation so you can stay flexible if changes need to be made quickly.

Given the uncertain times we are all in, I recommend you take a hard look at the skills you need to be prepared for the unexpected. People expect a lot from a leader during uncertain times. They look for credibility, humanness, competence, confidence, calmness, caring, compassion, commonsense, sound judgment, aligned vision, responsiveness, clear direction or instruction, inspiration and selflessness. Do you deliver on all these qualities?

Unfortunately, many leaders today have never received formal leadership training. A reference list such as this helps. But to breathe easier and sleep better at night, I suggest you seek out the experts you need (be it a mentor, coach or leadership school such as NOLS) to learn to be a leader capable of navigating your team through the uncharted territory ahead.

® 2001 Fresh Tracks, Inc. All rights reserved.