Crisis Leadership - Hack the Clock
Years ago I used to be a crew member in an Air Force helicopter rescue unit
. One among things we tend to did a lot was study the procedures for handling emergencies. There were some things that needed immediate action, that was trained and practiced therefore on be second nature. Most situations though allowed time for at least some thought. A right away action that was wrong could get us killed. Thought was actually useful!
Our written procedures contained 3 cardinal rules. First, maintain aircraft control. Second analyze the situation. Third, take the appropriate action. I haven't been on a flight crew for a long time, but those three rules have stayed with me and they're a pretty smart cornerstone for smart leadership.
Maintain aircraft control. How several times have you ever observed a pacesetter who lets an uncommon or simply dangerous state of affairs overwhelm them to the point they forget what they are there for. There is an previous saying concerning how it's onerous to remember your mission is to empty the swamp when you're up to your backside in alligators. That's why it's therefore critical to confirm leaders have a solid plan with mission, values, and goals clearly spelled out. Then, when the going gets a little difficult, there is a solid foundation which can help the leader bear in mind what is necessary and maintain control.
Analyze the situation. This can be a step that many leaders miss. They take action while not initial analyzing the real problem. In the aircraft we have a tendency to had multiple sources of knowledge to assist us verify what the problem was: instruments, sound, the texture of the aircraft, even smell. We have a tendency to might put all that data along to come up with a pretty smart idea what was wrong. Leaders additionally have a ton of information available. Varied statistics, input from different trusted individuals, reports, and importantly, the leaders own personal expertise, all give data. A good leader can take all this input and use it to research things before taking action.
Take the acceptable action. This can be the last step, not the first. The word acceptable is descriptive. Several leaders can take action just to be doing one thing or worse yet, to attempt to solve a problem quickly. That seldom works as a result of they've missed the critical step of analyzing the situation. Solely when as careful an analysis of matters as time and resources allow ought to a pacesetter pursue any action.
It might appear like I'm advocating a very slow approach to problem solving. I am not. These steps can truly be performed quickly, though I strongly advocate using whatever time is available. I found the words of a high-time, very experienced instructor pilot in our unit enlightening. He said the first issue to try and do in an emergency is to "hack the clock." Let me explain. Military aircraft have wind-up clock that was used (and still is) for a sort of navigation known as time, distance, heading. The clock contains a button that when pushed, starts a timer to provide correct timing for a particular navigational leg. Pushing this button is called "hacking the clock."
Whereas that appears reasonably silly advice when faced with an emergency, it's very quite sound. This instructor's logic was that pushing that button, though it had nothing to try to to with true at hand, gave you one thing to do to stop an instant, but incorrect and potential deadly reaction. That simple action allowed the brain to get over the initial surprise and concern.
Thus, next time you have got a scenario, emergency, or some catastrophe happen, take a look at your watch, or take a deep breath, or do one thing that provides you a likelihood to recover. Then maintain management, analyze things, then and only then, take the acceptable action.
Crisis Leadership - Hack the Clock
By: Constance Price
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