Do our staff need a different leadership style in times of crisis? More to the point, is what they want, the same as what they need?

Shortly after we were plunged into a global lock down, I remember an article published by the AFR “Public tells CEOs: Don’t be weak and defeatist”, research had been undertaken suggesting employees wanted different types of leaders in times of crisis.

Their survey reported that employees wanted their leaders to be assertive, optimistic and charismatic and staff were turning away from overly approachable, emotional bosses who are perceived as weak and defeatist.

While I am not questioning the survey data and I don’t know how the survey was conducted I remember finding these outcomes concerning.

While a sense of normality has returned, we’ve transitioned into a different kind of crisis thanks to environmental disasters, global financial and political instability, the skyrocketing cost-of-living and the rise of interest rates - and it does make me wonder if in times of crisis when people have heightened levels of fear and insecurity, are they clear about what they need from their leaders?

Of course, we want someone to stand up and fight for us, we want someone to protect us. We may also just want someone to tell us what we should do to get through, but I believe there is a more prudent question to ask… What do people need?

Through my own experiences and crises (personal and group), I’ve WANTED people to tell me what steps I should take. I’ve WANTED them to help me carry the burden of getting me or us out of the predicament we were in. I WANTED them to tell me exactly what the outcome will be if we get beyond that particular crisis.

But what did I NEED? I needed people around me who were human, empathetic, humble, consistent and convicted, people that provided hope. I needed people who actually challenged our thinking. People that inspired me and others to take ownership and encouraged us to contribute to the solution.

People that told me to slow down and get clear on what my purpose was and helped shape the group’s purpose as we let the dust settle instead of diving into what seemed like instant safety. To display a leadership style that was open and approachable.

Leaders that let my colleagues and I feel the feelings that any human would and went even further to empathise with me. Showing their humanity by sharing their own experiences and how they have overcome their own previous “crises”.

Their leadership style modelled conviction and a clear mindset that helped me/us move through the initial shock and march towards renewed hope, that in the end, everything will be OK. These attributes were not necessarily easy to endure. They weren’t the quick fix I wanted, but they were exactly what I NEEDED!

It’s these types of leaders I believe will give their businesses and stakeholders every chance to realise the best outcomes through these different and challenging times.

In your experience what traits do great leaders in a crisis display and how should this leadership style differ from “normal” times?

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Do our staff need a different leadership style in times of crisis?

Do our staff need a different leadership style in times of crisis? More to the point, is what they want, the same as what they need?

Shortly after we were plunged into a global lock down, I remember an article published by the AFR “Public tells CEOs: Don’t be weak and defeatist”, research had been undertaken suggesting employees wanted different types of leaders in times of crisis.

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