As the COVID-19 pandemic severely impacted the hospitality industry, popular hotel chain Marriott International faced unprecedented challenges, including a drastic drop in revenue and potential long-term repercussions for its 200,000 employees globally.
In response to the escalating situation, Arne Sorenson, the late CEO of the hotel chain, took decisive action by addressing employees through a heartfelt video message. He expressed empathy for those affected by the pandemic, candidly acknowledged the crisis as “the worst disaster ever to happen to Marriott,” and reassured them that the crisis would eventually pass and that Marriott would be prepared to thrive again when it did. This transparency was crucial in maintaining trust among employees during a time of uncertainty.
Beyond communication, Sorenson’s leadership was characterised by proactive measures. Marriott opened its hotels to frontline workers battling COVID-19, allowing them to stay for free. This initiative not only provided essential support to healthcare professionals but also demonstrated Marriott’s commitment to community welfare during the crisis. Such actions reinforced the company’s values and helped maintain employee morale amidst the turmoil.
Navigating crises effectively is essential for leaders because it ensures the stability and resilience of both the team and the organisation. During a crisis, strong leadership helps maintain focus, boost morale, and provide clear direction, which are critical for sustaining productivity and minimising disruptions. It also enables the organisation to adapt quickly, turning challenges into opportunities for innovation and growth.
Ultimately, effective crisis navigation preserves the organisation’s reputation and long-term viability, while keeping teams engaged and aligned with strategic goals.
Leaders who excel in guiding their teams through crises embody four essential qualities:
Strategic Clarity: Leaders who are effective in crises have a well-defined strategic vision, offering clear direction and inspiring their teams even during uncertain times.
Adaptive Learning: These leaders quickly grasp new developments, allowing them to foresee challenges and make well-informed decisions that help their teams navigate change.
Compassionate Leadership: Leading with empathy, they ensure that each team member feels understood and valued, which is particularly crucial during periods of crisis.
Dynamic Leadership: They are adaptable, shifting their leadership approach to align with the demands of the crisis, keeping their teams engaged and resilient.
Here’s how leaders can steer their teams and organisations through crises with finesse and effectiveness-
Lead: They must guide the team through internal and external crises situations, making necessary adjustments to ensure their teams and the organisation stays on course.
Communicate: Clear communication of the leader’s vision and leading by example helps keep the team well informed and motivated.
Listen: In my personal experience the skill to listen has been a successful way in which I have resolved many crises situations across my career. At times your team would only want you to hear them patiently and then help in managing their concern effectively.
Lead by Example: Mostly heard but not always applied. When leaders face a crises within teams or at the Organisational level, the approach that’s taken by us as leaders is vital. Our actions will reflect through our team’s reactions of how well we have led them through the crises.
Empower: By encouraging team members to contribute ideas and take initiative, leaders create a culture of innovation and resilience.
At ABC Consultants our leadership advisory services are designed to identify crisis-ready leaders and build necessary skills to ensure they lead their teams to not only sustain, but also thrive to outperform in the face of crises.
