The Obama Administration’s various reactions to the failed bombing of an American passenger jet on Christmas Day serve as a critical reminder of the need for leaders to respond, rather than react, to a crisis.
For example, post-incident holiday air travelers were slapped with chaotic and spottily-enforced new rules based on failed terrorist Abdulmutallab’s behavior: intensified yet questionably effective screening, nothing on the lap, look out for suspicious travelers, don’t walk the aisles or go to the john during the last hour of the flight, et cetera. These pop-up measures have clogged airports, increased paranoia, and created false alarms. When the President personally addressed the issues, we saw the beginning of an actual response.
From a leadership standpoint, a REACTION is a set of words or actions hastily meant to reverse a situation, with little thought to nuance, complexity, or downstream consequences. A RESPONSE is a set of thought-out words or actions intended to answer or reply to something. When dealing with the unexpected, responsiveness, rather than reactivity, is the mark of an effective leader or organization.
Responsive leadership means having the courage to think clearly and carefully despite the temptation—or expectation—to react. When scary, bad, or upsetting things happen, we are wired to react—it’s a powerful and predictable spark. We either let it kick us in overdrive (leading to regrets), or bypass it in favor of thoughtful decisions that will stand the test of time.
Let that spark rule the day and you find yourself wasting time / energy by having to dig in to an untenable position, reverse yourself, apologize, or even unintentionally amplify the problem.
When you are sparked, whether by an individual, a situation, or an all-out crisis, remind yourself that you WILL react unless you restrain yourself. Notice the hot feeling, the desire to pick up the phone, to email, to confront, to issue a statement, to make new rules IMMEDIATELY. That’s the tip off. “I’m reacting,” you can tell yourself, “and that’s highly likely to compound the problem.”
With a second or two of self-awareness in that moment, you can turn the tide, leading yourself and others to a much more powerful response.
Even experienced leaders get triggered to react, rather than to respond, to certain things. Responding is always a more effective choice. Get to know what types of things spark you to react, and look for the patterns.
Practice observing them when they’re happening. As you do, you’ll find yourself with a few extra (and critical) seconds to make more measured and positive choices.
Executive Coach and President
Leadership Unleashed
For example, post-incident holiday air travelers were slapped with chaotic and spottily-enforced new rules based on failed terrorist Abdulmutallab’s behavior: intensified yet questionably effective screening, nothing on the lap, look out for suspicious travelers, don’t walk the aisles or go to the john during the last hour of the flight, et cetera. These pop-up measures have clogged airports, increased paranoia, and created false alarms. When the President personally addressed the issues, we saw the beginning of an actual response.
From a leadership standpoint, a REACTION is a set of words or actions hastily meant to reverse a situation, with little thought to nuance, complexity, or downstream consequences. A RESPONSE is a set of thought-out words or actions intended to answer or reply to something. When dealing with the unexpected, responsiveness, rather than reactivity, is the mark of an effective leader or organization.
Responsive leadership means having the courage to think clearly and carefully despite the temptation—or expectation—to react. When scary, bad, or upsetting things happen, we are wired to react—it’s a powerful and predictable spark. We either let it kick us in overdrive (leading to regrets), or bypass it in favor of thoughtful decisions that will stand the test of time.
Let that spark rule the day and you find yourself wasting time / energy by having to dig in to an untenable position, reverse yourself, apologize, or even unintentionally amplify the problem.
When you are sparked, whether by an individual, a situation, or an all-out crisis, remind yourself that you WILL react unless you restrain yourself. Notice the hot feeling, the desire to pick up the phone, to email, to confront, to issue a statement, to make new rules IMMEDIATELY. That’s the tip off. “I’m reacting,” you can tell yourself, “and that’s highly likely to compound the problem.”
With a second or two of self-awareness in that moment, you can turn the tide, leading yourself and others to a much more powerful response.
Even experienced leaders get triggered to react, rather than to respond, to certain things. Responding is always a more effective choice. Get to know what types of things spark you to react, and look for the patterns.
Practice observing them when they’re happening. As you do, you’ll find yourself with a few extra (and critical) seconds to make more measured and positive choices.
Interfering with your own reactive patterns is a significant upgrade for any leader.
David PeckExecutive Coach and President
Leadership Unleashed
