Coaching for leaders in crisis - How to stay stable and motivated?
Introduction
During a crisis, the responsibility of managers is not limited to maintaining operations, but also extends to motivating their team. Research shows that well-managed executive coaching can increase team resilience and effectiveness under stressful conditions by up to 30%. For example, in a case study in 2022, a multinational company's executive coaching programme reduced turnover by 15% during a difficult market period. These results show that maintaining stability and motivation in a crisis can be a realistic and achievable goal if managers consciously apply coaching device time.
The psychological impact of crisis situations for managers
For managers, crisis situations often place an intense psychological strain on their decision-making capacity and emotional stability. The constant pressure, uncertainty and emotional tension can lead to increased stress, anxiety and even burnout. This internal tension can easily spill over to their team, so it is important to recognise and manage these symptoms to maintain effective leadership performance.
Managing stress and anxiety
One of the the most effective way to reduce stress incorporating mindful presence and regular mental regeneration into your daily routine. Managers often use breathing exercises, short breaks and structured time management to help rationalise stressful situations and relieve tension. The supportive atmosphere of professional coaching also provides an opportunity for the leader to explore personal stress management strategies and tools.
The role of emotional intelligence
Emotional intelligence (EI) is a critical factor for managers in crisis, as it enables them to recognise, understand and manage emotions in themselves and in others. By developing EI, leaders are not only better able to respond to crisis situations, but are also able to facilitate the emotional support and motivation of their team, which is essential in the post-crisis recovery process.
Further research has shown that leaders with high emotional intelligence are better conflict managers and more effective at managing change. For example, a 2023 study found that such leaders can reduce team member stress levels by 35% while increasing employee engagement and satisfaction. Developing EI is therefore not only a matter of self-awareness, but also a business strategy to increase organisational resilience in times of crisis.
Preserving stability in a crisis
In crisis situations leaders need to maintain a greater sense of stability, which is essential for the health of the organisation and the motivation of the team. Maintaining internal balance in such situations helps to ensure rapid and rational decision-making, while reducing stress and uncertainty. For example, regular self-reflection and mindful stress management techniques such as mindfulness or breathing exercises help to maintain mental balance, thus promoting emotional stability in leadership.
Strengthening decision-making processes
By building strong and transparent decision-making mechanisms, managers can significantly reduce the risks inherent in a crisis. Structured problem-solving, which includes rapid data collection, assessment of potential consequences and immediate prioritisation, reinforces a sense of control. Examples include a multinational company where a 30% reengineering of decision processes increased crisis intelligence and improved the team's confidence in credible leadership.
Effective communication strategies in times of uncertainty
Regular, open and honest communication channels are particularly effective during crises. Leaders develop information-sharing habits that reduce the spread of rumours and misinformation, thereby increasing the team's sense of security. A well-designed communication strategy includes feedback opportunities that allow employees to share their questions and concerns, thus supporting the development of common solutions.
Another example is when a manager introduces so-called "radio rooms" - short, interactive online meetings every day or week - where all team members can express their views, which can greatly facilitate the flow of information. At the same time, a leader should pay particular attention to monitoring non-verbal signals, such as the team's subdued reactions, to spot problems or a drop in morale in time. Such communication not only informs but also brings people together, which is key in difficult times.
Maintaining motivation in the team
In a crisis, team members' motivation can often fluctuate, so one of the biggest challenges for a leader is to maintain this momentum. Successful leaders create an environment where employees not only understand the goals, but also with enthusiasm and commitment are working on their implementation. Celebrating small successes and highlighting the opportunities for improvement arising from the crisis also helps to boost team morale.
Sources of inspiration: how to generate enthusiasm
Leaders can draw inspiration from their own past successes and lessons learned, as well as from the individual stories of team members. Examples that show how they overcame difficulties or came up with innovative solutions in stressful situations can be highly motivating. At the same time, external professional successes, industry examples, sharing personal stories can all fuel enthusiasm and help team members face challenges with renewed energy.
Practical ways to increase engagement
Increasing engagement is not just a matter of words, but a series of concrete steps. Regular one-to-one coaching sessions, setting objectives together and tracking measurable results will help employees to see their own progress. Leading by example and providing open, honest feedback and a flexible working environment are further incentives. Research shows that teams that regularly practice active employee engagement achieve up to 30% higher engagement levels in crisis situations.
In collaborative teams, regular, personalised coaching sessions provide an opportunity for individuals to gain an awareness not only of the challenges, but also of their own resources. The shared values developed through the alignment of individual goals and corporate objectives strengthen commitment. In addition, managers need to monitor morale and react quickly when there is uncertainty or a decline in motivation signs of absenteeism or burnout, minimising the risk of absenteeism or burnout.
Personal development and adaptation
Crises are also an opportunity for personal development for leaders. As well as identifying new challenges, it requires constant self-reflection to recognise their strengths and weaknesses. Adaptation is not just about survival, it is also the key to effective leadership, whereby they are able to respond dynamically to changing circumstances by developing flexible thinking and new skills.
Learning new skills in a crisis
In times of crisis, managers need to quickly develop their competences in areas such as project management, digital communication or stress management. Virtual team leadership and crisis management skills can be particularly beneficial. A learning flexibility and a self-development attitude help them to turn change into a competitive advantage, while keeping colleagues motivated and engaged.
Responding to change: flexible thinking
The key to flexible thinking is openness to new ideas and solutions in a crisis. For example, managers can use agile methodologies to help them plan quickly and provide continuous feedback. This allows for rapid adaptation within the organisation, avoiding the barriers caused by rigid structures.
Putting flexible thinking into practice managers develop their problem-solving skills by assessing situations from multiple perspectives and experimenting with alternative strategies. Analytical tools, such as SWOT analysis or scenario planning, support them to manage risks with foresight. According to a 2023 survey, firms where managers adapted quickly and communicated new directions were 30% more effective in overcoming the crisis.
Building long-term solutions after the crisis
In the aftermath of the crisis, it is up to leaders to incorporate strategic lessons into business operations to avoid a repeat of mistakes. Often, a crisis highlights organisational weaknesses through serious challenges, and improving these is key to sustainability. Thoughtful processes and innovative solutions can help to strengthen organisational resilience and stabilise the workplace climate.
Lessons learned: transforming experience
Processing the experience of the crisis acts as a kind of transformation, identifying successful solutions as well as failures. In this way, leaders are able to consciously shape the way their teams operate and develop their leadership skills, while drawing strength from the past to build a more resilient organisational culture.
Preventing future crises: planning and preparing
The system of anticipating crises and the measures taken is fundamental to the future stability of the organisation. Risk analyses, regular stress tests and the development of contingency scenarios help managers not only to react to problems, but also to control change as a precursor.
Introduction of regular exercises for example, simulated crisis management is used to develop the skills of leaders and teams, while advanced technologies such as data-driven decision making provide a comprehensive picture of potential risks. These tools can help organisations gain an advantage and be better prepared to meet the challenges of an ever-changing economic and social environment.
Concluding thoughts
In crisis situations, leaders must not only make strategic decisions, but also maintain their own emotional and mental stability. Coaching techniques such as targeted self-reflection and the development of effective communication have been proven to increase managers' ability to cope with stress. According to a Deloitte survey, managers who have received coaching are 70% better able to manage uncertainty, which has a positive long-term impact on the whole organisation. Crisis is therefore not only a challenge, but also an opportunity for growth and empowerment.
