Measure Twice, Cut Once!

A while back, we explored the need for organizations to “trust but verify” (and develop) the change and crisis abilities of its leaders. Since then, some of you have asked about what verifying looks like for organizations. So let’s look at four frequent ways that we at RiverWalk have seen and supported organizations in their efforts to measure and assess the change and crisis leadership abilities of their leaders.

1. Metrics and Key Performance Indicators

To measure a leader’s change and crisis abilities, organizations often turn to data and metrics. More specifically, organizations look at key performance indicators (KPIs) related to change and crisis such as team member adoption rates, productivity measurements and engagement, etc.

For example, if a leader is overseeing the rollout of a new software system, they can track adoption rates and user feedback. If the system’s implementation is falling short of expectations, it may signal that the leader needs to adjust their approach, whether by offering more flexible training, improving communication, or seeking more input from team members to address ongoing concerns.

2. Scenario-Based Exercises

One popular and effective method organizations employ to measure and assess the change and crisis leadership abilities of their leaders is direct or non-direct simulations. These scenario based exercises present leaders with relevant change and crisis situations. Leaders are then tasked with making decisions, formulating plans and managing communications, etc. against a uniform set of assessment parameters. Simulations offer a low-risk way to help people measure and identify gaps in their change and crisis leadership abilities.

3. Feedback from Teams and Stakeholders

Organizations often measure their change and crisis leadership abilities by formally soliciting feedback from teams and key stakeholders in a structured manner during and after seasons of change and crisis.

Surveys, one-on-one meetings, or team debrief discussions provide valuable insights into how people perceive the change and crisis leadership they are receiving. Are people feeling supported? Do they understand the reasons and the why behind what is happening? Are they confident in the leader(s)?

This feedback not only allows organizations to support leaders in adjusting their approach and identifying areas for improvement. It also offers a checkpoint on whether the systems that support communication and engagement, etc. need tweaking.

4. Evaluating Resistance Responses

Resistance is a natural part of change and crisis, and how leaders handle it can be a key measurement of their abilities. An organization can assess a leader’s ability in this arena by observing how they react to challenges and concerns raised by those around them as well as how they address negative feedback. Do leaders approach resistance as an opportunity for dialogue and improvement, or do they dismiss concerns without engaging and demonstrating empathy?

Leaders who are confident in their change and crisis leadership abilities will seek out resistance to better understand the root causes and find ways to address them. This can involve listening sessions or meetings to help gather insights into people’s fears or doubts, and using that information to refine their strategies.