During a crisis, unlike any other time, the attention of the stakeholders of an organization is focused on the top leadership, analyzing and judging their words and actions as the leadership team tries to steer the organization out of the tight corner. The current pandemic is proving to be a situation where the end appears to be within reach and yet remains elusive. Admittedly, the current crisis situation will have a differential impact on different organizations depending on its size, geo-political and economic environment among other factors; however, regardless of these factors, the role of leadership will come under close scrutiny of the internal public and the media for the values the leaders demonstrate in managing the crisis.

It is not unlike the analogy of a ship caught in a severe storm, the survival of the ship is dependent not just on the technical skills or the expertise of the crew or the captain but also on the psychological characteristics of the captain and the crew. The captain is expected to be in touch with his soft side and bolster the morale of the crew and at the same time the expectation is that the leader possess mental toughness/resilience to ride the ship and its crew safely to harbor.

In the current pandemic situation, good stewardship would prove to be the lynchpin in managing the crisis successfully and mitigating its long-term damaging effects. The top leadership might wish to consider revising key financial metrics that relieve the pressure on the workforce. This will signal to the employees that the top management is concerned with their well being. It also has the potential of creating an environment that increases motivation and productivity, as the employees feel valued.

Clear and direct communication from the top leadership is vital in addressing or assuaging (as the case may be) the latent fears and anxieties of the key constituencies. The workforce, for example, for whom job losses and attrition might be a real concern will grudgingly, if not unequivocally, recognize the earnestness of the efforts in resolving the situation. It will also convey that the top leadership is in tune with the issues impacting the workforce. Additionally, rumors and misinformation will not be able to take roots.

Taking a stance of cautious optimism (if the situation permits), will also improve the overall work atmosphere and ethos. This can be achieved by delineating concrete action plans with realistic time frames that has built-in flexibility to be tweaked (not altered). This will give the employees hope and something positive to look forward to in a situation that shows few signs of improving. In sum, set smaller goals and celebrate smaller milestones on the way to achieving bigger targets. It will keep the momentum going.

Blame might be less forthcoming in the current pandemic situation (at least initially)as the locus of control is perceived external to the organization. However, when key stakeholders, directly impacted by the pandemic, perceive or experience the adverse impacts of a lack of foresight in planning, negativity will start pervading the organization, and hurting internal homeostasis and the reputation of the organization. Leaders will be compared with other leaders in similar organization. The comparison might not always be favorable. Leaders looking to leave a legacy and looking for opportunities to make a difference can seize this opportunity to set an example for others in the industry. The goodwill earned during this trying time will continue to pay dividends well into the future.