Mayday Leadership – Competence and Focus

It’s hard for those of us who lead in both routine and dangerous conditions to recognize how we change, as leaders, when lives are on the line.  But there is a unique leader character demanded by followers when leader decisions may influence their physical well being or survival.  Army researchers have systematically studied leaders in dangerous contexts, and have developed some principles that describe how leadership in dangerous settings differs from day to day leadership.

In extremis leadership is part of the job. It’s very important at the outset to recognize that leading in extremis (where followers believe that their physical well-being is on the line) is not something unanticipated that we hope will never occur.  To quote former Army Chief of Staff Gordon Sullivan, “Hope is not a method.  Maydays are a rendezvous with destiny; your time will come.  Think ahead.  Be ready.”

Competence becomes the primary basis for trust. Business leaders can build levels of trust in their organizations through social interaction like golf and team dinners.  In contrast, among firefighters, soldiers, and other public servants who operate in dangerous contexts, competence is the primary basis for trust.  In Iraq during research in combat operations, competence was measured as the number one characteristic leading to trust in the leader.   Once a Mayday is called, no one cares if the leader is sociable or friendly—it’s all about ability.  Leaders need to develop competence, and reinforce perceptions and recognition of their competence, long before a firefighter’s life depends on it.

There is such a thing as too much motivation. In training and routine contexts, good leaders develop habits that motivate their people.  When crisis occurs, the situation itself becomes inherently motivating.  Therefore, leaders should calm down, not spin up, during a Mayday.  Focus energy, don’t create it.  Quiet, steady competence is what people need from leaders during crisis, and the worse the crisis becomes, the more important self-control becomes.  The Hollywood characterization of “drill sergeant types” who scream into microphones and bombastically express anger and frustration is a terrible example for real leaders who manage real crises.  Mayday leaders control arousal, excitement and fear, both their own and among the people around them.

Focus outward.  At any given point in time, leaders can be introspective, focusing internally, or focus outward on the environment.  Crisis is no time for balance.  The leader’s focus needs to be outward, on the environment and the problem at hand.  Such outward focus can be practiced and developed with experience, and is important because it enables the leader to accomplish three specific tasks:

1. Make sense of the (always) ambiguous environment that’s causing the mayday, or other crisis;
2. Control emotions, since sufficient outward focus makes it very difficult to experience emotions; and
3. Orient on learning from the event, so that the lessons of experience are capture and paid forward.

Be there. Sharing risk and experiencing the misery of the elements right there with firefighters is an inspirational necessity, and sends the unmistakable message to the rank and file—“I feel your pain and I’m with you.”  Lead and manage as close to the action as you possibly can.