How Leaders Can Be Strategic Even in A Crisis
A sudden change, such as a global pandemic, requires leaders to act quickly, but they need not lose sight of their long-term objectives. Even the most visionary leaders can succumb to pressure and fear and make decisions in a way that they would not normally. No matter the level of experience, leaders are HUMAN, and fear can quickly take over the best intentions. When quick decisions are required, they might lead to success, but often they fall short and sometimes even lead to utter failure.
Strategy is not a game of chance, but it does require a choice. If you stumble into a success with long-term benefits, it is likely accidental, meaning it is not repeatable. A strategy-based approach is more likely to produce the desired outcomes and can be learned and repeated.
One service industry company, faced with a profound interruption in their supply chain, hit pause to reaffirm the project's primary objective quickly. Then, and only then, they consider alternative options and make quick changes and adapt to the interruption while still aligning with the goal. Leaders and administrative staff both benefited from taking the additional step to confirm the project's objective before reacting, staff time and unnecessary expenses along the way.
So, how can you use strategic thinking but do it fast? There are three factors involved in strategic decision-making; clear objectives, a way to get there (to get to your goal), and commitment to sustain the effort.
OBJECTIVES that are achievable and measurable are a foundational piece of the pie. Your project objectives should have a compelling reason that your audience cares about. Objectives need intellectual and emotional appeal to give organizations both direction and energy.
Your METHOD should be as simple as possible without being simplistic. The best results come when leaders derive the method from the objective, not the budget, time frame, or popularity. The method is pivotal to your project's success because it influences what people see and what it means to them.
VALUE is what is created by achieving your objectives. What is different and better, and for whom? Leaders who deeply understand their constituents' values make better decisions about goals and methods and are more likely to attract talented people energized by the opportunity to contribute.
Sadly, a not-for-profit organization, dealing with massive staff turnover in a major department, panicked and decided to cut the programming typically run by that department. Had this organization’s leaders managed their fears and taken the additional steps to evaluate their task, they would've identified these programs' importance to the company's bottom line. This decision changed the company's trajectory and future and would have taken no more than a few days to assess the situation without fear carefully.
