| Copyright 2005 So-lu'shunz Management Services | | | | by all means, dont judge. Hear them out; |
| We are living in a fearful world. It is a world | | | | acknowledge them and then be prepared to help |
| haunted by the menace of terrorism, threatened | | | | them move forward. |
| by insidious warfare. It is a world plagued by | | | | 5. Provide an opportunity to move forward to |
| tsunamis, monster hurricanes, earthquakes, | | | | normal operation. Though true normalcy may not |
| tornadoes, severe drought, famine and raging | | | | be possible for some time, realize what will be |
| wildfires. But these often often take a back seat | | | | necessary to return to a degree of normal |
| to fear right in our own neighborhood streets. | | | | functioning and facilitate it. |
| What was once a place of commerce, | | | | 6. Recognize and deal with the acute reaction. Be |
| transportation and community has become a war | | | | prepared to employ professionals to assess those |
| zone right outside our front doors. Children are | | | | whose reactions seem to be severe, situations in |
| often not safe in their classrooms, and sadly not | | | | which the individuals may be a potential danger to |
| even in their own homes. | | | | themselves or to others. |
| Haunted by insecurity and upheaval, shadowed by | | | | 7. Provide resources 24/7. From toiletries for |
| dread, the world hungers for great leadership, for | | | | those displaced by a tornado to a forum for |
| guidance and direction from those with cool heads | | | | sharing memories about a deceased comrade, the |
| and clear visions. If you are in a position of | | | | great leader will see through the eyes of need |
| leadership, and very few of us are not, dont wait | | | | and provide whatever will help the victimized begin |
| for a great leader to emerge. Great leaders are | | | | to feel empowered once more. |
| not born they become. A great leader is one | | | | 8. Dont ever promise what you cant deliver. But |
| whose heart is transformed, often during times | | | | dont hesitate to promise what you know you can. |
| of great crisis. You can be the great leader to | | | | In times of crisis, people will hang onto whatever |
| arise in your family, community or business | | | | is offered. As a leader, you are bound to make |
| setting. | | | | your offers concrete and be prepared to stand |
| Webster defines crisis as disordered function, a | | | | behind them, at all costs. |
| radical change of status, an unstable or crucial | | | | 9. Communicate, communicate, communicate. |
| time or state of affairs in which a decisive change | | | | Keep all lines of communication open and flowing. |
| is impending; especially one with the distinct | | | | Repeat each communiqu over and over. Ears in |
| possibility of a highly undesirable outcome. | | | | crisis may not hear whats being said until the |
| With that definition in mind, handling crisis is no | | | | fourth or fifth telling. And remember that it goes |
| longer an option for any leader. Leaders must be | | | | two ways. Listening is equally as important as |
| prepared at all times to handle crisis and its | | | | imparting information. Be willing to hear the same |
| outcomes at home, among friends and in the | | | | story until it no longer needs to be told. |
| workplace. If thats a daunting possibility, be | | | | Comfort comes in all shapes and sizes. Great |
| encouraged. You are far better prepared to be | | | | leaders often look a lot like grandmothers with |
| the instrument of peace in a critical situation that | | | | comfy laps or paramedics who dispense teddy |
| you realize. Keep these steps in mind. | | | | bears with ambulance rides, or neighbors who |
| 1. Deal with yourself first. Youre no good to | | | | make their homes available at a moments notice. |
| anyone if youre out of control. Deal with your | | | | Great leaders are those who establish and insure |
| own emotions, your immediate needs. As the | | | | order. They guide and teach and protect. They |
| airlines have been telling us for years, put the | | | | provide tools; they counsel, arbitrate and shield. |
| oxygen mask on yourself first, and then you can | | | | They comfort and nurture and encourage. And |
| be available to those in need. | | | | when the time is right they will even prod. |
| 2. Tell the truth about the situation. Use your | | | | Whatever the title they bear, if they are |
| good judgment to share what information is | | | | accomplishing these things, they have |
| pertinent. Its not necessary to share all the gory | | | | transformed hearts and they have become |
| details simply because they exist. The need to | | | | leaders. The need is great and they are very |
| share sensational data will separate the leader | | | | precious to us in these times. Be among them. |
| from the limelight seeker. | | | | Remember its not what you do; its what you |
| 3. Alleviate stress, as much as possible. Provide a | | | | become! |
| controlled atmosphere in which people can talk | | | | Note: For more information or to arrange for |
| through their fears, where they can share what | | | | formal training in crisis response procedures, |
| they have experienced and how they are feeling | | | | contact the International Critical Incident Stress |
| about it. | | | | Foundation (ICISF), The American Association of |
| 4. Authenticate the experience. Dont try to talk | | | | Christian Counselors (AACC), the American Red |
| people out of their emotions; dont comment and | | | | Cross or your local disaster response coordinator. |