<p>Here at Lead Change Group, we know that most problems are most effectively solved when individuals come together to meld ideas, energies, and approaches. To use a golf analogy, not every shot is a long drive.</p>
<p>Many times, leaders have to take a <strong>chip shot</strong> to move the ball along for a short distance, with incisive accuracy.</p>
<p>In our <strong>Leading Voices Chip Shots</strong> we'll be sharing one question to which several of our Leading Voices have contributed a brief thought or reaction. We hope you find them thought-provoking. And without further ado: Fore!</p>
<h3>Today's Question</h3>
<p>Crises in organizations sometimes result in the unexpected resignation or termination of the person in charge. For example, the Director of the US Secret Service <a href="http://www.cnn.com/2014/10/01/politics/secret-service-director-resigns/">resigned recently</a> after several adverse incidents. When a leader departs in this manner, he or she leaves behind an organization in crisis that also now finds itself leaderless.</p>
<p><strong>What one piece of advice would you give a management team in the first week after a leader has left under these types of circumstances?</strong></p>
<h3>Identify The New Face Of The Organization</h3>
<p><a href="http://leadchangegroup.com/leading-voices/mary-schaefer/">Mary Schaefer</a> writes: Identify the new face of the organization immediately and develop relevant, timely messages for them to deliver. One should be relevant to public concerns and one should apply to employee concerns.</p>
<h2>Develop a Clear Plan</h2>
<p><a href="http://leadchangegroup.com/leading-voices/mike-henry/">Mike Henry Sr.</a> counsels: Develop a clear plan and then communicate every step of that plan at every opportunity. By having a clear plan, executing that plan and providing timely, transparent communication, every stakeholder begins to understand that you have the situation under control. This activity communicates urgency and openness and will help restore order more quickly than anything.</p>
<h3>Presence, Performance, and Purpose</h3>
<p><a href="http://leadchangegroup.com/leading-voices/jon-mertz/">Jon Mertz</a> explains: Presence, performance, and purpose - these are the necessary focus areas for the remaining management team in times when a leader leaves in crisis. Presenting a calmness is essential as well as being available to answer questions and keep team members focused on the work required.</p>
<p>The management team needs to be fully, proactively present. Their presence requires humility in bringing people together and strength of character in continuing to do what is right for all stakeholders. What stakeholders expect is continued performance. Interruption in service or delivering on commitments will escalate concerns and lead to greater loss than just one individual leaving the organization.</p>
<p>Continued focus on performance is a must. After all, the organization has a purpose greater than just one individual. Purpose takes on an enhanced role in these crisis moments. Keeping all focused on the organization's purpose will lessen focus on politics and increase focus on what matters most.</p>
<h3>Exude Confidence</h3>
<p><a href="http://leadchangegroup.com/leading-voices/david-dye/">David Dye</a> shares: In times of crisis, the management team can provide safety and ease the turmoil through calm clarity. Be very clear about what everyone can be doing right now to contribute to the success of the organization. In most cases, this will be to continue doing their daily work in an effective, consistent way. Be clear about what is happening, what is being done to address the situation, and how much you value their contributions.</p>
<h3>Overcommunicate</h3>
<p><a href="http://leadchangegroup.com/leading-voices/karin-hurt/">Karin Hurt</a> urges: Over communicate. In the absence of clear information, people will interpret the situation and seek meaning in their own way. Establish a clear vision for recovery and create a compelling picture for the future.</p>
