In Leadership in Turbulent Times, Doris Kearns Goodwin describes President Theodore Roosevelt's interventions in the Coal Strike of 1902. She shares valuable lessons about relationships among management, labor, and the Federal government. Her chapter provides a blueprint for many types of crisis.
Coaches are leaders. Find more tools to lead.
Calculate risks of getting involved. What are the upside and downside of taking a new position or moving to another organization?
Maybe you couldn't refuse.
Secure a reliable understanding of the facts, causes, and conditions of the situation. Don't form conclusions without facts and context.
Remain uncommitted in the early stages. If pressured to make decisions prematurely, ask why.
Use history to provide perspective. Lincoln got 'down time' at the Soldiers' Home and Teddy Roosevelt at the family compound at Oyster Bay. Where do we clear our heads or get valued advice?
Be ready to grapple with reversals, abrupt intrusions that can unravel all plans. Have a backup plan.
Reevaluate options; be ready to adapt as a situation escalates.
Be visible. Cultivate public support among those most directly affected by the crisis. Having the community on your side means a lot, but it's not infallible.
Clear the deck to focus with single-mindedness on the crisis. Nick Saban tells people to "clear the clutter" that interferes. Not to decide is to decide.
Assemble a crisis management team. We've discussed Lincoln's Team of Rivals and Coach John Calipari's Personal Board of Directors. Teddy Roosevelt included statistician Carroll Wright as a key, impartial member of the Anthracite Coal Strike Commission. Serious leaders approach critical problems with outstanding team members, not with sycophants and nepotism.
Frame the narrative. If you're in a turnaround situation, everyone should know that they need patience and belief. Henry Kissinger told President Nixon the Vietnam options were nuclear war, withdrawal, or staying the course (muddling along). Poor framing leads to poor choices.
Keep temper in check. Avoid coach rage. When we act like jerks, people won't defend us.
Document proceedings each step of the way. "You are entitled to your own opinion. You are not entitled to your own facts."
Control the message in the press. Chuck Daly said, "don't pick fights with people who buy ink by the barrel." Find as many allies as possible.
Find ways to relieve stress. Music, mindfulness, stress balls, exercise, and yoga help many.
Be ready with multiple strategies; prepare contingent moves. During the Coal Strike of 1902, Teddy Roosevelt was prepared temporarily to put coal mines into government receivership to maintain energy to heat homes and run factories.
Don't hit unless you have to, but when you hit, hit hard. Teddy Roosevelt carried the big stick.
Find ways to save face. Don't rub your success in the face of others.
Share credit for the successful resolution. Don't be a credit hog. Adam Grant's Give and Take gives numerous examples where selfishness cost careers.
Leave a record behind for the future. "History doesn't repeat but it rhymes." The problems we face today will afflict others, too.
Summary:
Calculate risks of getting involved.
Secure a reliable understanding
Clear the clutter.
Assemble a crisis management team.
Frame the narrative..
Control the message in the press.
Find ways to relieve stress.
Be ready with multiple strategies
Share credit.
Lagniappe: "Basketball is a game of separation."
"Inside shoulder inside hip."
