Being a leader in a healthcare organization during crisis
ll leaders in healthcare organizations are undergoing an experience of their life time. It has been almost a month since the tsunami of Covid19’s second wave hit our country. The sudden, brutal and merciless attack of this wave has gravely impacted the healthcare system. The demand and supply mismatch has been so sudden that there has been almost no time to react. It is an unprecedented and unimaginable situation and has been delivering severe blows from all sides.
It is a TEST of LEADERSHIP in CRISIS.
Crisis usually has some unique characteristics:
- It throws up unfamiliar challenges
- Depletes resources at a rapid pace and doesn’t give time to plan
- Drains everyone strength due to fear, anxiety and stress
- Takes away the ability to think on one’s feet
When it’s ‘business as usual’, we tend to project situations as being better than what the reality is. However, during crisis, one has to confront the reality.
One is suddenly thrown from a ‘Known-Known’ into an ‘Unknown-Unknown’ zone. The skills required in ‘Unknown-Unknown’ are quite different – there is a need to quickly invent/discover, experiment, apply and recalibrate. The luxury of time doesn’t exist.
Being in a ‘Known-Known’ position tests management skills while in ‘Unknown-Unknown’ tests and builds leadership skills.
The current situation of healthcare leaders reminds me of the inspiring story of Ernest Shackleton and how he led his crew to survival once their ship got stuck in ice. It is a story about leadership in crisis.
A Few Lessons from his story:
- He managed himself well: mentally, emotionally and physically.
- He realized that the path is long and arduous.
- He realized that the mission had changed – from ‘exploration’ to ‘survival’.
- He kept his men believing in themselves and their ability.
- He never let his team know of his inner fears.
- He was constantly vigilant for any break in his team’s morale.
- He celebrated his team’s achievements.
& many more…
