LEADERSHIP
Under Duress How to make decisions in a crisis By Lisa Earle McLeod “In every deliberation, we must consider the impact on the seventh generation… even if it requires having skin
as thick as the bark of a pine.” The seventh generation principle comes from the Native American culture, where it was used to make decisions large and small. Putting yourself in the position of future generations provides a frame that helps you do the right thing.
As I reflect upon where we are and where we might do good, I find myself thinking deeply about leadership; the type of leadership that got us here, and the type of leadership we need going forward. We’re in a defining moment. Whether you are in public service or the private sector, the decisions you make today will define you for years to come. Here are three frames I’m using with my leadership clients to make decisions during a time of uncertainty, plus a fourth question for all of us to ponder.
1. Who does your organization serve? In a crisis, leadership decisions have outsize impact and importance. We’ve seen what happens when leaders focus 54
June 2020
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on short-term quarterly capitalism. It erodes morale and creates a transactional relationship with employees and customers. During a crisis, focusing on short-term earnings will erode reputation and trust overnight.
2. I f you were an employee, what would you want your leader to do? Leaders are being called upon to make tough decisions. Many have watched their business evaporate overnight. Financial decisions and health decisions have suddenly become comingled. Leaders will do well to consider, if I were in the shoes of the lowest level employee in my organization, what would I want my leader to do? What safety precautions would I want them to take?
