Governance, Risk & Compliance: GRC
What Makes a Business Leader Crisis-Capable?
In times of crisis, every decision matters. Crisis-capable leaders go beyond simple decision-making. They build teams that can respond strategically, not just react. They rely on emotional intelligence, foster respect through transparency, and genuinely care about their team members. Together, these elements create a foundation for resilience and decisive action.
Below are four attributes crisis-capable leaders have:
1. Crisis-Capable Leaders Leverage Team Strengths
When a crisis hits, the people around you make all the difference. As leaders, our role is about how to build teams prepared to respond to the unexpected. A crisis-capable team is more than just a group of skilled individuals. It’s a carefully assembled unit where everyone knows their role and performs at their best.
Smart leaders focus on creating teams that act decisively under pressure. We hire strategically, promote based on strengths, and encourage collaboration. The goal is a team that can move from planning to action without hesitation. When roles are clear and strengths are understood, teams can face any crisis with purpose.
Action Items:
– Evaluate skills and roles: Regularly assess team members’ strengths to ensure they’re positioned where they’ll be most effective
– Foster collaboration: Design team-building exercises that enhance trust and communication
– Encourage proactive roles: Empower team members to take initiative in their areas of expertise to avoid last-minute scrambling during a crisis
In this video, Fabiana Lacerca-Allen, Chief Compliance Officer at Cipla USA and the author of Crisis Capable: Building Your Capacity to Survive and Succeed in Every Environment, explains what being a compassionate, outcomes-driven leader means.
(Register here to watch our full on-demand webinar, The Crisis-Capable Leader.)
2. Crisis-Capable Leaders Trust Emotional Intelligence and Intuition
Emotional intelligence (EQ) and intuition are invaluable in crisis leadership. EQ allows us to read the room, understand team dynamics, and make quick, smart decisions. Experience also sharpens intuition. While we may not always have all the facts, strong instincts often tell us when something is off.
In a crisis, hesitation can be costly. Sometimes, we don’t have the luxury of waiting for a perfect solution. We make decisions based on a “B+ answer” now, rather than an “A+ answer” tomorrow. The ability to balance instinct with analysis–to act confidently on what we know–is essential. With experience, this skill only grows stronger.
Action Items:
– Develop self-awareness: Regularly reflect on your emotional responses and biases to better understand your own decision-making patterns
– Practice quick decision-making: In safe, low-stakes environments, train yourself to make swift decisions based on partial information
– Encourage trust in intuition: Create a culture where team members feel confident sharing their instincts and insights, even if they don’t have all the data
3. Crisis-Capable Leaders Build Respect and Accountability Through Transparency
Transparency is essential for respect and accountability. Strong leaders give credit where it’s due. When the team succeeds, we celebrate them. When something goes wrong, we take responsibility. This approach builds trust and creates a culture of support.
Respect also means handling mistakes wisely. Public praise motivates, but public criticism can harm. Constructive feedback should be private, respectful, and focused on growth. As leaders, our words carry weight. If we’re not careful, we risk shutting people down when we need them most. It’s our responsibility to keep the team motivated and engaged, especially under pressure.
Action Items:
– Communicate clearly: Be open about both successes and setbacks to build a culture of transparency
– Practice accountability: Take responsibility for mistakes and encourage team members to do the same without fear
– Provide constructive feedback privately: Reinforce strengths publicly but address areas for improvement one-on-one to maintain morale
As Randy Bagwell, Senior Director of the Europe Division and Senior IHL Policy Advisor for the American Red Cross, explains in this clip, the words a leader uses in times of crisis and beyond have more impact than you may realize.
(Register here to watch our full on-demand webinar, The Crisis-Capable Leader.)
4. Crisis-Capable Leaders Genuinely Care for their Teams
People need to know they matter, not just for their output, but as individuals. Caring leaders bring optimism and genuine interest in their team’s well-being. This approach builds loyalty and resilience. When we invest in understanding our team beyond their work roles, we strengthen the bonds that hold us together in challenging times.
Caring leadership isn’t just about being there for the wins or the highs. It’s about standing by the team when mistakes happen. This builds a culture where everyone feels valued and ready to meet challenges together. A crisis-capable leader inspires the team to rise above obstacles, knowing they’re part of something bigger.
Action Items:
– Show personal interest: Take time to understand each team member’s unique strengths, goals, and challenges
– Foster a positive environment: Approach difficult situations with optimism and encourage your team to do the same
– Support team well-being: Promote balance, resilience, and health to help team members stay motivated and engaged during challenging times
Final Thoughts
Crisis-capable leadership is about more than knowledge or skill. It’s about building a team that can act decisively, trust one another, and rise to the occasion. True leaders set an example that resonates beyond the immediate crisis. Every decision and interaction shapes a culture of resilience, respect, and trust that endures.
Meet Our Thought Leaders
Fabiana Lacerca-Allen is the Chief Compliance Officer at Cipla USA and the author of Crisis Capable: Building Your Capacity to Survive and Succeed in Every Environment.
Randy Bagwell is Senior Director of the Europe Division and Senior IHL Policy Advisor for the American Red Cross.
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