Being a good person to have around in a crisis is a highly sought after skill among procurement and supply chain professionals. Whether you think you work effectively under pressure or not, it is a good idea to see if you could hone these skills or find out ways you can help others to improve theirs. One of the attributes that makes a good manager an outstanding leader is the ability to keep calm when the going gets tough. Another is being able to find solutions when others are losing their heads. Turning a potentially catastrophic situation around and supporting others while doing so are incredibly valuable skills and ones that you will be recognised and rewarded for.
From being transparent to creating an effective response plan, read on to discover some top tips on how to work more effectively in a crisis.
Take a deep breath
Before you charge headlong into a difficult situation, take a few seconds to collect your thoughts, and take a deep breath. Try to resist the urge to summarise and gauge the entirety of the situation in one instant. If this approach is even possible, it is unlikely to help. Plus, the potential to increase other people’s anxiety is huge. Panic breeds panic. Take that breath and move towards the situation with an open mind and calm demeanour.
Gauge the reactions of others
Alongside managing your own reaction to a crisis, you need to help others. This has the twin benefits of ameliorating the wider situation and – hopefully – soothing your co-workers. Everyone brings their own baggage to a crisis so try to steer people towards a workable solution, but do so based on their individual reactions while utilising the strengths you know they have.
For example, if a colleague is a natural communicator, task them with sharing and disseminating key information. And if another is prone to folding under pressure, try to give them tasks that will allow them to be useful while making sure their anxiety doesn’t have a negative knock-on effect on others.
Don’t over reassure
This is a hard temptation to overcome. You want to do all you can to help the situation and your sense of responsibility as a leader is laudable. However, over reassuring your colleagues can have a negative effect in the long run. Your team may feel you are keeping important information from them or that you are not taking their concerns seriously.
If the situation allows it, honesty is generally the better policy here. Also, it is OK for your team to know there is something to be worried about so they can play their part in finding a solution. Ultimately, if you lead with transparency at all times, people will thank you for it.
Have the right people around you
We mentioned above that keeping calm in tricky situations is a highly prized skill for professionals in our sector. When you are building a procurement and supply chain team or upskilling your current workforce, think about what you can do to cultivate crisis management skills. Don’t assume that people can’t develop these attributes either – even those who appear to be at the more so-called cowardly end of the spectrum. It is not always the loudest people in the room who have the ability to work under high pressure. It is about strength of character, confidence, the ability to accept both good and bad with equanimity, openmindedness, emotional intelligence and much more.
These are all characteristics that a strong leader can nurture in their team, and you should learn a lot about yourself in the process, too.
Want to find out more? Read our blog on why emotional intelligence in recruitment matters.
Strategise and plan – where possible
Naturally, there are two sides to this. There will be situations where you have to formulate a plan at the drop of a hat – and that’s where the above skills will come in. But, depending on your business and the risks it is exposed to – you may be able to consider your approach in advance of crises occurring. Perhaps there is a time of year where your supply chain always goes awry or maybe you are launching a new platform or technology that could impact negatively on your systems or processes.
If you can anticipate a risk then creating a risk assessment or crisis response plan will be well worth your while. The actual process of putting it together could also be a calming and confidence-building exercise for your colleagues, and it demonstrates great leadership skills, too.
Lead with compassion
While it is important to motivate and mobilise your teammates during a crisis, it is also important to demonstrate compassion. The coronavirus pandemic has taught us that turbulent events can have a hugely negative impact on everyone and anyone – regardless of how stoic they consider themselves to be. Wherever possible, try to take the needs and feelings of your co-workers into consideration. Encourage openness in communication and make sure they know you are there if they need to talk or have any concerns. A little kindness goes a long way, especially now when we are living in such uncertain times.
Want to find out more about preparing your business for the future? Check out our blog on how procurement and supply chain professionals should adapt to a world after COVID.
