The Mindset

If I was going to lead this company through a crisis, I needed to make sure I had the right mindset.

During a crisis, a leader has several functions. The most important one is to protect the health of the company and the wellbeing of every team member. That takes balancing the long-term implications with the short-term decisions we need to make to survive.

I would need to stay on top of the finances and the revenue projections, keep an eye on the expenses to make sure we’re frugal, and monitor cash flow to ensure we can stay alive as a business. And while doing that, I would have to make sure we’re not cutting off our nose to spite our face. We would have to be careful not to make short-sighted decisions that could restrict our ability to remain the company we want to be in the long run.

Should be easy enough. (Even my inner monologue has sarcasm.)

Key point: Short-term decisions will need to be made during a crisis to stay alive as a business. Always weigh those against the long-term ramifications and never forget who you are. Integrity is key.

I couldn’t let myself get lost in the Xs and Os. The numbers are significant, but it’s also critical to help the team have hope along the way. I had to make sure that we all remain positive and collaborative and to keep from getting overly focused on the numbers. I would have to keep a pulse on how everyone is feeling and how the culture is faring, and share hope.

And I needed to stay very close to my leadership team. This time would be stressful and anxiety-ridden. They all feel so accountable to the rest of the group. I would have to use video conferencing quite a bit to keep some personal connection. They needed to know that I’m here and that I have their back.

Key point: As a leader, especially during a crisis, you need to make sure you’re focused on the operational aspects of the business and the emotional state of the team. Stay close to your leadership. They are on the front lines. They’re your primary source of insight about the state of the culture. And they’ll need you more than ever.

The future was uncertain, and the world was upside down. Now was the time to worry. It wouldn’t be easy to balance being honest with the team and maintaining my natural optimism. I was thankful for the fact that I reserved my concern for when it was warranted. It kept me clear-headed and comfortable taking the risks I knew I’d have to.

I was lucky in that I pretty much always see the glass as half full, and it usually has something better in it than water. Obstacles are opportunities. Problems are challenges and chances to grow. Losses make you stronger.

Generally, I’ve believed that if I take a risk and it doesn’t pay off, I’ll end up in a better place than I was before. Maybe I’ll learn something new. Perhaps I’ll be forced to take my life in a new direction that will bring excitement and new opportunities. Maybe what I thought was going to be the best outcome wasn’t the best at all. Regardless, I’d have learned and kept moving forward.

Having my own business has helped me be a positive person. I recognized early on that if I was upset about how bad things were—and at times, things got really bad—that everyone in the company would have the right to do the same thing. So I forced myself to look on the bright side. Were we losing a client? Okay. That’s tough, but not the end of the road. We would put our focus on our other clients and even knock out those side projects that had been sitting and waiting.

Case in point: At the end of year one of the business, we had signed a contract with a company to do a major website. Our largest project to that point was about $1,500. This project was for $65,000. We thought it was the greatest thing that had ever happened to us. We got office space. We hired someone. We changed everything. Then a month in, that client went bankrupt. We never got a penny. At that moment, it felt like everything was going to fall apart. But I fully believe losing that account was the best thing that ever happened to our company. It forced us to make our business work.

Up to that point, we were working hard, but we hadn’t been “all in.” I still had a part-time job to pay bills, one of our partners was working remotely, our “office” was in my basement, etc. After that point, we were locked in, and we made it happen. We kicked all sorts of butt, never had a year where we didn’t grow, and four years later, here we are. Worst thing ever? Or the best thing ever?

When you are positive, things work out better than if you’re not, if for no other reason than your perspective makes it seem better. I honestly think that if you are happy and positive and confident, things tend to work in your favor more often than not. Anyway, it worked for me so far.

And I was going to need to show my team that even though I might be worried about this crisis and even though the future was uncertain, I was confident and determined. You have to model the behavior you want to see in your team. And we’d all need to keep a positive attitude to make it through.

Key point: A positive, optimistic leader is magnetic. People want to follow them. This may not be a natural state for you, and it will likely be more difficult during times of high stress, but keep in mind that your team is watching you for signs of how to behave. You can do this.