by Alper Özbilen
Crisis management is one of the most significant tests of leadership and management skills. The four different types of management that emerge in crisis moments highlight the true identity of the manager.
- Managers Who Cannot Foresee When and Where Crises Will Arise and Cannot Manage Crises:
In this management style, leaders either deny the existence of a crisis or fail to recognize it. This situation often stems from a lack of information, poor communication, or a lack of decision-making ability in critical situations. Unable to foresee when and where crises might emerge, they also fail to intervene effectively during a crisis. They cause harm to the organization and lead to a loss of public trust. Even if well-intentioned, these types of managers tend to remain passive in the post-crisis period and tend to look for others to blame, lacking any of the qualities required for effective management.
2. Managers Who Cannot Foresee the Crisis but Intervene Wisely Once It Occurs:
Although these leaders initially fail to perceive the crisis, they implement effective interventions once they recognize its seriousness. Their greatest strength lies in their flexibility and ability to adapt. After grasping the severity of the situation, they stand out with their quick decision-making and implementation skills. While being late in responding to the crisis may cause some damage, they strive to minimize the harm. They are not opportunistic, but in some cases, they can turn the crises faced by their organizations into opportunities.
3. Managers Who Intentionally Create or Do Not Prevent Crises and Then Exploit Them:
These types of managers sometimes deliberately create crises and try to turn these situations to their advantage. They are opportunists and often have bad intentions. They tend to present themselves as part of the solution by manipulating the crises they cannot manage or have caused. They emerge as “crisis-solving (false) heroes,” regardless of the cost and damage to the masses or organizations. Although this approach may seem impressive in the short term, it leads to a loss of trust and reputation in the long run. Furthermore, such management encourages the rooting of unethical and manipulative behaviors within the organization, causing lasting damage.
4. Managers Who Foresee and Prevent Potential Crises:
These relatively few leaders, whose presence is highly valuable, emerge from individuals who have the knowledge and skills to foresee potential crises and take preventive measures. They use risk management and preventive strategies to avert conditions that could lead to a crisis. They are typically well-organized, with robust communication networks and strong decision-making mechanisms. They are professional, proactive, and well-intentioned. Cheap heroism has no place in their lives.
Ideally, managers should handle crises with a preventive and proactive approach, which is essential for the long-term health and success of organizations. However, the ability to act flexibly and quickly in a crisis is extremely important. Rather than crisis opportunism for pragmatism, the most accurate policy is to prevent and/or manage a crisis with strategic, transparent communication, effective decision-making, and ethical behavior.
