CEO MONTHLY / APRIL 2025 15 When everything goes wrong at once, what makes the difference between an organisation that stumbles and one that stands firm? After spending two decades working with CEOs through various crises, I’ve noticed something surprising: the organisations that weather storms best aren’t necessarily the ones with robust crisis plans. Instead, they’re the ones that have invested in their organisational health long before trouble strikes. These companies have strong team dynamics, clear communication patterns and a shared understanding of how they work together. When a crisis hits, these fundamental strengths become their greatest assets. The Reality of Modern Crises Gone are the days when a crisis meant a single, contained problem with a clear solution. Whether it’s a cyber attack that reveals deeper security vulnerabilities, or a supply chain disruption that forces you to rethink your entire operating model, modern crises tend to unravel in unexpected ways. The challenge isn’t just solving the immediate problem, it’s handling the consequences that follow. Crises act like stress tests for the overall health of a business. They expose the quality of team relationships, the effectiveness of communication networks and the strength of trust between different parts of the organisation. In healthy organisations, teams instinctively pull together, share information thoughtfully and appropriately and adapt quickly. They understand that while honesty is crucial, information needs to be shared with purpose and consideration. In less healthy organisations you see extremes. Information either gets hoarded or it flows without filter or thought, creating unnecessary panic. Both scenarios can lead to deepening silos, blame cultures and valuable time lost to internal friction. What Actually Works in a Crisis? Build trust before you need it. The foundations of effective crisis response are built in quiet times. The CEOs who handle crises best have usually created an environment where people feel safe raising concerns early, fostering psychological safety across all levels Relationships with their teams are based on genuine trust rather than authority. They regularly spend time understanding team dynamics and happily invest in team development to help people understand how they work best together. Regularly bringing people together to think through “what if” scenarios helps build their collective problem-solving muscles. It also encourages healthy conflict and debate, ensuring different perspectives are heard Clear Communication Requires Both Honesty and Wisdom When things go wrong, people don’t expect you to have all the answers. They do, however, need appropriate information delivered thoughtfully. The most effective leaders approach communication strategically. They: • Share information with intention, always asking: “What do people need to know to feel secure and do their jobs effectively?” • Consider timing and audience carefully. Different stakeholders need different levels of detail at different times • Stay honest while being mindful of what might cause unnecessary anxiety • Remain visible and accessible while creating structured communication channels • Balance transparency with responsibility, recognising that some information might need to be held back temporarily to prevent panic or protect sensitive aspects of the response • Update people regularly, but focus on information that provides clarity and direction rather than sharing every detail The Human Side of Crisis Numbers and strategies matter, but crises are fundamentally human experiences. They create fear, uncertainty and stress. This is where organisational health becomes crucial - it’s the difference between a collection of individuals all trying to cope separately, and a resilient community supporting each other through challenges. Great crisis leadership acknowledges this reality and builds on existing team strengths. Building Stronger Teams Through Crisis When everything’s going wrong, strong leadership and straight talk make the difference. Even in chaos you can take thoughtful action that works. What truly matters is having honest conversations that cut through the noise. Get your teams talking regularly, this way you’ll spot troubles before they become disasters. Keep a close eye on team dynamics as you’ll see immediately who’s pulling together and who’s pulling apart. The ultimate measure of a man is not where he stands in moments of comfort and convenience, but where he stands at times of challenge and controversy. “ “ Mark the wins that count. When you acknowledge real progress, however small it may be, it shows people what works. Guide your teams to work in ways they can sustain, building on their natural strengths. Turn your toughest challenges into learning opportunities through focused reflection. Stamp out harmful patterns fast, whether it’s people hoarding information or burning themselves out trying to be heroes. Build on what your teams do best while helping them master new skills. Look ahead. Future crises are inevitable and each one will hit differently. Your organization needs sharp instincts to spot trouble early so teams that can flex and adapt and relationships with stakeholders remain rock solid. Practice handling crises regularly - you’ll find the weak spots before they really matter. Adapt to Thrive Crisis management isn’t about having a perfect plan, it’s about building an organisation that can adapt and respond when things go wrong. The best crisis leaders understand that organisational health is their secret weapon. They focus less on managing the crisis itself and more on supporting their people through it, drawing on the foundations of trust, communication and collaboration they’ve built over time. Crises often strengthen already healthy teams while exposing weaknesses in struggling ones. Teams with strong foundations tend to become more cohesive under pressure, finding new ways to support each other and work effectively. Their existing patterns of open communication, mutual trust and collaborative problem-solving become amplified and refined through the crisis experience. The real test of leadership isn’t about preventing crises – they’re inevitable. It’s about creating an environment where teams understand how to work together effectively, support each other through challenges and emerge stronger on the other side. In the end, organisational health isn’t just a nice-to-have, it’s your most valuable asset when things get tough. Bio: About Kate Davis: Kate Davis is the founder of Meraki People, an organisational health consultancy specialising in team dynamics and culture change. As a 5 Voices Master Practitioner, she helps leaders and organisations harness the power of different voices to drive better performance. She is the 2023 Paseda360 National Coach of the Year www.merakipeople.co.uk www.linkedin.com/in/katedavisleadership katedavis.giantos.com/store/5-voices - Martin Luther King Jr.
RkJQdWJsaXNoZXIy NTY1MjM3