Tradecraft > Leading Through Crisis

Kristie Kenney

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Whether it’s a pandemic, natural disaster, or political unrest, diplomats will always face crises. While each crisis is different, I’ve found there are some things we need to think about every time we have to lead a team amid uncertainty. Any prepared mission will have an official checklist and plan. Here are some tips to remember when these moments hit you and your team:

INITIAL

Gather & lead. Whether a crisis has been brewing or arrives suddenly, there will be a first stage that requires you to make key decisions. Gather your team, get the latest information, and set a plan. Teams want leadership, and teams amid crisis will require it. Remember that while subordinates have ideas and contributions, someone needs to prioritize and coordinate actions. Also remember that some of your colleagues may be experiencing their first crisis, and many folks may be worried. Your calm, organized approach will help.

Avoid pop quizzes. Help your teams help the mission. Don’t wait for a crisis meeting to ask key questions. Feed them to your teammates beforehand so they can come prepared. 

Early outreach. What public message should your Mission be transmitting, if any? For natural disasters, accidents, or senseless violence, an early public message of concern and condolence signals that we care and that the Mission is in action.  Political crises need more careful handling. But be deliberate on this issue quickly and early. Make sure your public affairs team is engaged and involved early and continuously as the situation changes. 

Report, as one team. Washington (and possibly related U.S. military commands) will need information immediately, but your job is to make sure it’s coordinated and useful. Make sure your team has a way to feed information into one product and know that situations will always change and require updates. Keep Washington informed regularly as long as there is interest, since they can’t decipher silence. 

Delegate. You must lead but cannot do everything yourself. Everyone wants to hear from the leader, but you won’t have that luxury. Delegate tasks to your team and set a system of information update/feedback—either in person or on-line.

DURING

Match the tempo. All crises have a tempo. Some are suddenly upon you and then are over. Some last for months. Be aware of it, and when it changes, and ensure your team adjusts. Hourly situation reports may be necessary at first, but someone must decide when to slow or stop them. Or you may need to keep a pace up for weeks—set up a system to share the load and give people time off. A good manager is the difference between a responsive team and a burnt out team. 

Soothe others. Not everyone reacts to crises calmly. And sometimes, you will be the busy one responding and not have time to be worried. Your broader community may be worried, idle, or feel out of the loop. Remember to send around all-hands messages. After a sudden crisis, recap what has happened and what steps you and Washington have taken to respond. Share the latest security advice and precautions in place. Call a town hall and remember to include constituent offices. Reflect, pause, and reassure. Let people ask questions or just share their thoughts. Find something for people to do, as well. Is there a memorial service or condolence book? If not, can the Mission do something? A blood donation, volunteering to help displaced persons, or collecting needed donation items are the types of activities that give families and staff an outlet. 

Reach out broadly. Our first concern, rightly, is always Americans and our Mission community. Think about other groups that would benefit from outreach like the U.S. business community, students, or other organizations with U.S. links. Make sure your team reaches out widely to those with U.S. connections. Call the local AmCham or have them in for a briefing, including your economic and security experts. They may have insights and ideas to share, too.

Continue to Delegate. Continue to deploy your team to help you manage a crisis. Keep information and feedback flowing among your team of crisis managers. You cannot manage a crisis by yourself.  

AFTER

Remember victims. Be ready for the chief of mission and others to attend memorial events once that time comes, keeping the focus on the event and the victims, rather than public messaging. Compassion and empathy are key—and avoid looking forced by relying on cultural experts on where to appear, and how visible to be.

Remember heroes. Every crisis will have heroes, from officials to helpful citizens, who make a difference. A mayor who mobilizes a town to help, a bus driver who gets people to safety, or a business that helps feed first responders. You will also have quiet heroes on your team. Those who kept morale high, who volunteered for the less visible or exciting tasks. Keep notes so you can follow up and thank them after the crisis has passed. Even months later, you can connect with these individuals or groups and show gratitude.

Hold a “hotwash”. Reconnect with your crisis management team either in person or electronically. Get their feedback on what worked and what didn’t. Invite your broader team to share ideas as well. Use that feedback to refine your plan for the next crisis.

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