Page 10 - ENEW- April 2021 edition

Vol. 8, No. 5 Page 10

Marvelous Mid—Winter Memories
Historic Virtual Convention 2021

THE WORKSHOPS / SEMINARS

LEADING IN A CRISIS
SIMPLE EXAMPLE OF MSCOW METHOD
MOSCOW METHOD
M – Must have: This point describes requirements Must Have – Club meetings during a pandemic crisis.
or features that are absolutely mandatory.

S – Should have: A high-priority feature that is not Should Have – Service projects in the community.
critical to launch but is considered to be important
and of a high value to users. Such requirements
occupy the second place in the priority list.
C – Could have: This feature is desirable but not Could Have – Regular fundraising and service activities.
necessary. It is
‘nice to have.’
W – Won’t have: A feature that will not be currently Won’t Have – In-person meeting. Have conference calls or
implemented, not at this time’. It is of low im- web-based meetings.
portance and can be easily omitted.

4 BEHAVIORS TO HELP LEADERS COPE DURING A CRISIS REASSURE THE TEAM
The situation changes by the day — even by the
hour. The best leaders quickly process available
REASSURE – Reassure the Team information, rapidly determine what matters
ENGAGE – Engage for Impact most, and make decisions with conviction. Dur-
ADAPT – Adapt Boldly ing a crisis, information is incomplete, interests
DELIVER – Reliably Deliver and priorities may clash, and emotions and anx-
ieties run high.

Quickly organize cohesive teams and reassure your
members/team that not only are you aware of
ENGAGE FOR IMPACT the problems, but you are working to find solu-
tions.
In times of crisis, no job is more important than taking
care of your team. Effective leaders are under- Rapidly make the right decisions in the face of diffi-
standing of their team’s circumstances and distrac- cult circumstances.
tions, but they find ways to engage and motivate,
clearly and thoroughly communicating important
new goals and information.
ADAPT BOLDLY
Leaders need to reiterate new priorities frequently to
ensure continued alignment in this time of constant
and stressful change. Connect with individual team
members. Reach out daily for a “pulse Strong leaders get ahead of changing circumstances.
check” (with at least three??); block out time on They seek input and information from diverse
the calendar to do this. sources, are not afraid to admit what they don’t
know, and bring in outside expertise when needed.

Communicate effectively with your team. Maintain
ENGAGE FOR IMPACT transparency and provide frequent updates. Lead-
ers should communicate with clarity, humility and
Dig deep to engage your teams. When you are not oper- heart so as to remind people we are in this together.
ating under normal circumstances and leaders act
without team input, communication can easily
break down.

Ask for help. The best leaders know they can’t do every-
thing themselves. Identify team structures and as-
sign individuals to support key efforts. Lead with
empathy and a focus on safety and health. Compas-
sion goes a long way during turbulent times.