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LEADERSHIP

BY MICHAEL L. WRIGHT
A Guide to Effective Leadership in a Crisis

Michael L. Wright

By late February of 2020, it became clear the United It's important to remember, despite how pressing
States would be the next victim of a worldwide the problem, most long-term solutions require
highly contagious pandemic. Stories of the virus broad-based buy-in and support from individuals at
spread as quickly as the disease all across news virtually every level of the organization. This kind
and social media sites worldwide. The aftermath of resolve is only achieved when people feel valued,
has created a wide range of pent up emotions, and their perspectives are consistently heard and
including frustration, anger, fear, and despair. A genuinely considered.
handful of strong and capable leaders surfaced
at the state and the local levels providing clear As leaders provide clear direction, it builds
direction and meaningful support. Leadership amid organizational confidence and trust among a wide
a broad-based crisis requires proactive thinking, range of stakeholders. Inevitably, it all comes down
collaboration, and courage. Disaster demands of to someone, ideally the leader willing to accept
leaders an inclusive yet decisive approach, one that responsibility. Accountability, therefore, rests at
seeks to understand the problems through exploring the core of leadership.
data and stakeholder concerns, but ultimately a
willingness to take ownership, responsibility, and Over time, successful leaders develop the ability to
action. Particularly in times of trouble, people need anticipate and prepare for future challenges. This
and expect and deserve clear direction from their skill reflects a real-world approach to problem-
leaders. solving, which aids strong leaders in wading
through information to determine specific actions
Essential elements of leadership include the that must be taken immediately or in the near term,
active organization of resources and accurate thus creating a sense of predictability. In turn,
assessment of the problems faced. Critical incidents doing so instills a feeling of empowerment and
demand evaluation of the current state, including certainly among stakeholders. Far too frequently,
identification, comprehension, and prioritization stakeholders feel left in the dark, with a sense of
of the most pressing problems. Also required is not knowing what will happen next.
the ability to recognize challenging issues on the
horizon.
“Effective superintendent, school
During times of crisis, leaders must leverage board and school business offi cial
resources, focus teams, groups, as well as individuals, leadership, especially in times of
on determining the organization's strengths, the
immediate gaps that exist, while simultaneously crisis, requires clear and consistent
considering what's next? In the absence of doing communication, confidence,

all that, people and organizations drift. Effective
leadership, however, does not stop there – it anticipation, and proactive, data-
continues to press for solutions by gathering as much driven decision-making, all without
relevant data as possible, including the opinions of
key stakeholders, all while keeping an eye on the losing touch with people.”
health, safety, and welfare of their people.
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26 THE EDGE BACK TO SCHOOL 2020