Leading always requires listening and understanding the goals and values of the people in your organization.

If your organization is in crisis — when the majority of stakeholders perceive a significant risk of severe harm to the organization — listening is indispensable, and your values are your lifeline.

In my recent article “Rebuilding with values-based governance,” I describe using values as the foundation of governance and decision-making. I draw on analysis and reflection from leading my university department through crisis as the world was locked down due to COVID-19 restrictions.

I describe the approach, as well as my use of shared leadership, consensus decision-making and a compassionate approach to accountability, in my new book that examines my odyssey as a transman stepping into leadership during a precarious time.

Shared leadership during a crisis

Leading any organization can be a lot of work, but leading in crisis requires additional considerations. In addressing perceived risks of harm after a crisis, leaders must also navigate a situation or event characterized by what management researchers Christine M. Pearson and Judith A. Clair describe as “ambiguity of cause, effect and means of resolution, as well as by a belief that decisions must be made swiftly.” Leaders face incomplete information, time pressure, unprecedented leadership challenges with unclear options and a threat to the group’s reputation.

The lack of clarity that results from incomplete information is a real leadership challenge. When faced with the unexplained, people have a need to assuage their confusion. The more fear-inducing the situation, the greater the urge to create a plausible explanation. Different people........

© The Conversation