6 Proven Crisis Leadership Strategies — From War Rooms to Boardrooms

By Amber Van Schooneveld 

What kind of leadership do we need in a crisis? A bulldog strategist like Winston Churchill, who led the United Kingdom through WWII? Or a low-conflict leader like Jacinda Arden who led New Zealand through the Christchurch Mosque shootings with a focus on soft power? 

At the Global Leadership Summit, we’ve had the honor of hearing from a wide range of leadership experts — from Army generals and fighter pilots to pastors and business psychologists.  

Here’s what they say are the most vital strategies for leading in crisis.  

General Stanley McChrystal: Unlock Speed With Open Communication  

Retired four-star general General Stanley McChrystal, who led U.S. forces during the Iraq War, says that free-flowing communication was key to operational success. Traditionally, military communication flows up and down the chain of command — a slow and inefficient process.  

But as McChrystal puts it, war runs on a 24-hour cycle. You must make decisions fast. 

To respond to that need, he blew communication wide open. Every day, 7,500 people joined a video call to share vital information, allowing frontline teams to assess risk and act. It was a bold move — and it worked: 

“It was the most efficient thing I’ve ever been a part of because it was a conversation… You didn’t have to tell people what to do; they could figure out exactly what to do because they knew the context.” 

Leadership Tip: In a crisis, identify which communication silos must be demolished to improve speed and clarity.

Erin Meyer: Empower Agility Through Autonomy 

Erin Meyer, co-author of the New York Times bestseller “No Rules Rules: Netflix and the Culture of Reinvention,” says many organizations still operate with an “industrial-era hangover” — focused on eliminating error as the primary goal. 

But today, the greater risk is irrelevance. In times of upheaval and rapid change, agility and innovation matter most. And top performers thrive in cultures where they’re empowered to take risks without being buried in red tape.  

Meyer encourages leaders to ditch top-down pyramid decision-making models and adopt a tree, where employees are given autonomy and freedom: 

“A tree is more flexible than a pyramid. If something unexpected happens, the tree’s more prepared to go in different directions. A pyramid is slower to change. A tree grows more quickly because there’s not the same decision-making bottleneck.” 

Leadership tip: In times of change, what freedoms can you extend, and what bottlenecks need clearing?

Chris McChesney: Create a Winnable but Critical Game 

Chris McChesney, author of the Wall Street Journal’s #1 bestseller, “The 4 Disciplines of Execution,” says uncertainty is one of the most destabilizing forces for employees during a crisis. That’s why he encourages leaders to give their people a “winnable but critical game.”  

“Engaging your people in an achievable and meaningful objective can be the best antidote to soul-crushing uncertainty.”  

McChesney recommends focusing on objectives that:  

• • • Truly matter 
    • Have a clear, unambiguous finish line  
    • Can be directly influenced by team members  

This allows your people to make progress, celebrate small wins and stay grounded in purpose.  

“If you can create a winnable game for your people, then you are a leader — and you are right where you need to be.” 

Leadership tip: In uncertain times, channel your team toward goals that are meaningful, specific and within their influence.

Carey Lohrenz: Focus on Your Span of Control 

As the first female F-14 Tomcat fighter pilot in the U.S. Navy, Carey Lohrenz operated in one of the most high-pressure environments imaginable. In a $45 million jet cockpit with 350 switches and dials — and three radio frequencies buzzing at once — she had to make rapid decisions with incomplete and disparate information. 

In moments of chaos, success didn’t depend on having all the answers. It came from focusing on her span of control. 

“Success under pressure comes from mastering what you can control and letting go of what you can’t.”  

Hesitation can be more dangerous than a wrong call. In moments of uncertainty, Lohrenz warns, the real enemy isn’t failure — it’s inaction. 

Leadership tip: In a crisis, clarity and speed matter. Filter out what’s beyond your control, act on what’s within it and keep moving.

Tomas Chamorro-Premuzic, Ph.D.: Don’t Just Analyze — Empathize 

According to Tomas Chamorro-Premuzic, Professor of Business Psychology at Columbia University, being smart and strategic isn’t enough during a crisis. He says empathy — the ability to understand and care about what other people are thinking and feeling — is indispensable during a crisis.   

“The ideal leader during a crisis is smart, rational and capable of making data-driven decisions — but doesn’t seem cold, aloof and robotic. Nobody wants to follow a robot.” 

Empathy may come more naturally to some, but it’s a skill every leader must cultivate — especially under pressure. That starts by paying attention to how others feel and working to understand perspectives different from your own.  

“Don’t be afraid of seeming too kind and caring. That’s never been a bad thing for a leader.” 

Leadership tip: Check in often during a crisis. People aren’t just looking for competence, they’re looking for human connection.

David Ashcraft: Offer the Simple Stability of Presence 

David Ashcraft, President and CEO of the Global Leadership Network and longtime senior pastor of LCBC Church, led his community through crises from 9/11 to the COVID-19 pandemic. During uncertain times, people look to their faith community for comfort and answers. 

But Ashcraft says that, while it’s tempting to try to offer answers during a crisis, the most important thing is to simply be present with people.  

“What I’ve learned over the years in the midst of crisis situations is that people aren’t necessarily looking for answers. They simply want someone with them.”  

At the outset of a crisis, facts are often incomplete or evolving. Rather than rushing to take  a stance or make a statement, Ashcraft encourages leaders to offer the simple stability of presence.  

Leadership tip: “As a leader during a time of crisis, just be there. Be caring, be loving and be stable.”

Whether you’re navigating financial disruption, cultural shifts or organizational conflict, people need the same things from leaders during crisis: open communication, meaningful goals, emotional support, freedom to innovate and steady presence. 

Want more fresh, actionable leadership insights from world-class experts? Join us at the Global Leadership Summit — the world’s premier leadership conference where you will be empowered and equipped to lead where you are.