"If a crisis is handled correctly, it can strengthen trust in the organization"
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When a crisis strikes, a manager's leadership is put to the ultimate test. How well an organization handles a difficult event often depends on how prepared the manager is—and how clearly and reassuringly support is communicated to the employees.
Preparing the organization before something happens is one of the most important parts of effective crisis management. But how do you know if you are prepared enough for a crisis?
"Every crisis is new and will look different. You will only know if you are ready or not when the crisis is a reality; therefore, it's important to prepare as well as you can," says Mattias Klawitter, psychologist and crisis coordinator at Falck.
How do you prepare for a crisis?
Training, crisis management plans, and checklists are key tools that form the foundation of crisis management. It is important for the organization to base its planning on its specific risks, but also on more general scenarios that can affect any organization, such as accidents, sudden deaths, threats and violence, or crises at an individual level.
Practicing different scenarios regularly helps managers stand on firmer ground when something does happen.
"Reactions during a crisis vary greatly, and it's important to remember that it's not the reactions that are abnormal—it's the event. A lost sense of control, strong stress reactions, and tunnel vision are very common and natural reactions."
Acting correctly in the acute phase often has a long-term effect on employee trust.
Clear crisis communication makes a big difference
The acute phase is often the most demanding one for managers. Communicating quickly, factually, and honestly is crucial for creating a sense of security. Personal contact is always preferable in serious incidents. Making phone calls provides an opportunity both to address reactions and to offer compassionate support.
"As a manager, you don't need to say clever things—but you do need to convey a sense of security and objectivity," says Mattias.
At the same time, managers need to be aware of their own reactions. Stress, adrenaline, and responsibility can lead to both over-activity and avoidance—two pitfalls that can negatively impact their leadership.
"Part of crisis management is to reflect on yourself: what do I need as a manager to be able to remain stable."
Follow-up and long-term effects
A crisis doesn't end when the acute phase is over. Following up after a week and then again after about a month is important—both for the individual and the team. As a manager, showing openness, commitment, and understanding of how the event continues to affect employees is part of long-term leadership.
"If a crisis is handled correctly, it can strengthen trust in the organization. Acting correctly in the acute phase often has a long-term effect on employee trust."
Five key steps during a crisis.
Alerting internally and externally, including communications.
Immediate care for those affected.
Clear communication, including contact with next of kin.
Follow-up on interventions and reactions.
Personal reflection as a manager: How am I affected and what support do I need?
