By: Ruby E. Creech
Crises test leaders, but they also teach them. The real challenge isn’t just surviving the storm—it’s learning how to navigate it so you’re better prepared for the next downpour.
In her new book (releasing soon), Leading By Example During a Crisis, Erin Coakley suggests that the most resilient leaders don’t simply move on after a crisis. Instead, they pause, reflect, and turn hard-won lessons into habits that can help their teams face whatever challenges may arise in the future.
The COVID-19 pandemic forced leaders to adapt more quickly than they had in the past. Hospitals redesigned triage protocols overnight. Companies shifted to remote work in a few days. Schools reimagined education.
However, once the immediate crisis began to subside, many organizations returned to old habits, potentially missing an opportunity to strengthen their operations and systems. Erin Coakley’s book presents an alternative approach: using crises as opportunities to foster lasting change.
Great leaders understand that crises can serve as classrooms. The key is to remain curious long after the emergency has ended. Erin Coakley shares how one hospital director organized “lessons learned” sessions after every COVID surge.
Teams would discuss what worked, what didn’t, and how they might improve. Over time, these meetings evolved into a routine, not a burden. Staff began proactively suggesting improvements, such as color-coded charts for patient prioritization or rotating high-stress shifts. What initially began as a crisis management strategy gradually became a culture of continuous learning.
This shift in mindset is particularly important because crises will continue to occur. Economic downturns, tech disruptions, and climate-related events are likely to remain part of our reality. Leaders who institutionalize learning help their teams not only endure times of chaos but also adapt and grow in response.
Turning lessons into habits starts with creating systems, not just slogans. Leading By Example During a Crisis emphasizes practical tools that any leader can incorporate. For instance, “agility drills” are quarterly simulations where teams practice responding to hypothetical crises. One clinic holds a “power outage day” annually, testing backup generators and patient handoff plans. Another company role-plays cyberattack scenarios. These exercises help keep teams alert and identify potential gaps before real disasters occur.
Feedback loops are also crucial. Erin Coakley highlights how a nurse manager implemented weekly 10-minute “what if?” huddles. During these sessions, teams brainstormed potential improvements, such as faster access to personal protective equipment (PPE) or clearer emergency codes. Small changes were introduced, and response times improved by 15% within months. Leaders who consistently ask, “How can we do this better next time?” help turn temporary fixes into lasting standards.
However, systems alone are not sufficient. Leaders must also ask the right questions to keep growth alive. After a crisis, Erin Coakley recommends starting with three:
- “What surprised us?” (Reveals blind spots.)
- “What drained our energy?” (Identifies burnout risks.)
- “What made us proud?” (Highlights strengths to build on.)
In the book, a school principal used these questions after the pandemic’s shutdowns. Teachers admitted they had underestimated students’ tech skills but had over-relied on video lectures. These insights led to the development of a hybrid learning model that increased engagement. Students created video projects, while teachers held small-group discussions—an outcome that resulted from honest reflection.
The final step is making learning personal. Leaders who share their own growth experiences encourage their teams to do the same. Erin Coakley recounts how a CEO admitted to micromanaging during the pandemic’s peak.
At an all-hands meeting, he acknowledged this and asked for input on how to better trust his teams. Employees responded with suggestions like flexible deadlines and peer mentoring. His openness did not diminish his authority; instead, it enhanced trust and collaboration.
Crises may leave scars, but they also provide opportunities for growth. Leaders who nurture these opportunities—through rituals, systems, and open conversations—help build organizations that become stronger with each challenge. Leading By Example During a Crisis not only recounts pandemic stories but also offers a framework for turning turmoil into transformation.
Erin Coakley’s Leading By Example During a Crisis is set to be published shortly. Pre-order your copy today to explore ways to transform crisis lessons into leadership strengths. Equip yourself with tools to guide your team through uncertainty—because the ideal leaders don’t just survive storms; they learn to navigate them effectively.
