First, you must stop the bleeding

While seemingly simple, this is often missed. The patient can be bleeding out while the team analyses what went wrong and what the fix is. Stop the bleeding as quickly and gracefully as you can, but if the ugly way gets the job done. Go ugly. Many designers and creators understandably don’t like ugly. Add in a healthy dose of analytical bias and the ugly solution can sometimes be last in the queue where it really needs to be first. If it stops the bleeding – ugly is beautiful.

Setting a standard for precision

Being roughly right is not good enough. The difference between saying “4,500” and “4,501 affected transactions”, may not influence the solution design or the approach, or the actions taken. But, striving for precision sets a standard of accuracy that prevails through all conversations. And of course, there are often times in a crisis where absolute accuracy does materially impact the fix.

I’ve found it helpful to use a code system, it seems that it is easier for humans to use a code than say things like I definitely do or do not know, or worse avoid the question entirely and answer a different one that wasn’t asked. Here’s the code.

• Blue - I don't know.

• Yellow - I think I know, I'm pretty sure.

• Red - I really do know.

It is easier for people to say I'm Blue on this vs. I don't know. I slight nuance is the finesse of the words. For example, “Right now I’m Blue on this”. The “now” implies I don’t know the answer but I am working hard to find out. Again, humans seem to find this easier. This code base system can also be used as a quick pulse check when a team is working on a problem. Simple chat-based reply – type your color in the chat after 3. 3, 2, 1 go.

Precision, but in plain language

Someone may be personally Red (certain) on something, but it is usually the case in a crisis that they need to share that understanding. They must communicate how their Red level of understanding to someone else - often a large group. If someone can't do this - they are probably not Red but Amber. An acid test of being Red is to imagine the scariest, most analytical person you know in your work environment. Would you feel confident explaining the issue to them and taking questions? If yes, then that’s a good personal measure of your own understanding. I’m guessing you already have that person in mind…. Use it to your advantage even if they are not there. It sets a personal standard.

You must believe that you have the ability to fix it

Are you the leader in the room? At the very least, the leader or leaders in the room must convey the belief that they can fix the problem. As soon as you compromise this, you are lost. The team needs to believe you believe. If they do not feel like you believe it can be done, then they won't be able to do it. A fantastic use case for – Fake it until you make it. It seems that with brainpower comes a bias for being the devil’s advocate, indeed many appear to thoroughly enjoy being the devil’s advocate. Uncontrolled and unchecked this can sap energy and drain belief to near zero. As a leader, guide the team into thinking modes. For example – the next 30 minutes “No devil’s advocate or stone throwing”. Do what you need to do as a leader to believe.

People want to be led and follow a strong leader who shoulders risk for the big calls

In a crisis, democracy exists in a very different way – arguably, not at all People's opinions can and are sought, and there is a possibility for voting on certain issues. But in the end, the ballsy call comes from one person - regardless of how many of the team voted for it. It is essential for everyone to know and understand this reality and who the decision-maker is. Without that clarity, many teams will bog down and stop.

You have to have enough people who can take the heat and stay in the kitchen

These people are prepared to face direct heat. They may not be the best or most knowledgeable. They may not have the most experience or be the go-to person. But, one thing is for sure – you need them. It’s often quoted that “half the battle is showing up”. In a crisis, this is amplified. Showing up means facing the heat. Once others see that they too are more like to step into the kitchen and, most importantly, stay there. Ignore these people at your peril.

Make sure that there are two separate people

Many, many people want to stay informed on the why, who, where, how, and when in a crisis. In large organizations, this can be scored if not hundreds of people. Knowledge is certainly power in a crisis. This is often harder than you think, as a crisis may gradually grow from a small problem before evolving into a full-blown crisis. Many crisis situations creep up on you and gently tap you on the shoulder vs. the big jump scare. Regardless, as soon as you realize the crisis is here, make the call and separate crisis management from crisis comms. During one crisis, I asked a very senior exec from the US to fly to London just to lead the crisis comms while I led the crisis management. Be humble, park your ego, and realize you can’t do it all on your own.