The world changed on September 11, 2001. And as a leader, I changed too.
I was seven years out of the Navy and leading my first manufacturing plant. My time in the military was over and I had started a new career running a factory which made products for the electric utility industry. The world was relatively peaceful and, as a former Cold War submarine officer, I felt like I had done my small part to make it that way. My life was business and manufacturing now, military life was in the past.
On that fateful morning, my assistant came into my office and told me I needed to get to the cafeteria quickly. I wasn’t sure what was happening but I ran down to see. I had recently installed TVs in our breakroom so employees could watch the news during their down time. I arrived to see the first World Trade Center tower burning from an apparent plane crash. Like many, I watched in horror as the second plane hit the other tower on live TV.
I was trying to come to grips with what I was seeing when I was suddenly struck with the realization that none of my 160 employees even knew what was unfolding in New York City. Something bad was happening and I needed to let them know right away. Maybe my military training kicked in or maybe I just knew people needed to hear this terrible news directly from their boss.
I didn’t have a 1MC loudspeaker system like I had in the Navy to inform the crew of critical information, so I improvised. I had the supervisors gather all the employees to the front of the plant where we had some extra space. I climbed into a scissor lift and raised myself up so everyone could see me.
I proceeded to tell them everything that was happening and all the limited information I knew. I saw the shocked faces and the looks of disbelief. I was struck with emotion and I asked everyone to bow their heads. I said a small prayer for the people of New York. I then told everyone to go to the cafeteria to see for themselves. I went as well.
In the days and weeks following, I saw amazing examples of leadership and I learned the importance of crisis communications. I saw New York Mayor, Rudy Giuliani, everywhere. He held press conferences, met with reporters, and talked to people on the streets. Still covered in dust from the towers, he told the world what he knew and what the city was doing in response to the attack. When asked how many were feared dead, he responded emotionally, “The number of casualties will be more than any of us can bear ultimately.”
A few days after the attack, I watched President Bush tour ground zero. I watched his emotion as he grabbed a bullhorn and climbed a pile of rubble. With an arm around firefighter Bob Beckwith, he probably gave the best speech of his life. "I can hear you!" he declared. "The rest of the world hears you! And the people – and the people who knocked these buildings down will hear all of us soon."
I never thought much about crisis leadership before 9/11. The events of that day and the weeks that followed made me realize its importance. When everything goes wrong, people look to their leaders for answers, guidance, and reassurance. In an instant, the leader’s role changes when a crisis occurs. If you find yourself in this situation, remember these three simple principles:
Be present. The most important thing is to be there. Like Rudy Giuliani, people need to see us. We need to be where our people are. They need to talk to us. We need to answer their questions and let them know what to do. In a crisis, a leader’s role changes. Like President Bush, we need to get out of our offices and go to ground zero.
Be honest. In the middle of a crisis, when very little is known, people have a lot of questions. As leaders, we often don’t have the answers and that’s alright. The most important thing is to be honest and tell people what you know and what they need to do. In most cases, the information will change. So, like Giuliani, provide regular updates to let your team know what is going on.
Be real. Crisis communications needs to be authentic. When things are going bad, you need to have a real dialogue with your team. This is not a time for polished speeches. Let them know how you feel and don’t be afraid to show your emotions. The last thing people need to see in a crisis is an unemotional, uncaring leader.
Patriot Day is a National Day of Service and Remembrance where we remember and honor those who were lost on 9/11. We honor the heroes who ran into burning buildings, the passengers who stormed the cockpit, the men and women serving their country when the Pentagon was attacked, and all the innocent lives who were lost.
Like many, I was forever changed by the events that day. As America was pulled into a war against a new global enemy, I learned I was underprepared to handle a crisis as a civilian leader. I discovered how important crisis leadership is. I know now that, in an instant, a leader’s role can drastically change. I observed great examples of crisis leadership and I learned what to do when the next time a crisis hits.
What do you think? Do you know how you will react as a leader in the next crisis? Do you train for crisis management and communications? What other leadership lessons can we learn from the events of 9/11?
By: Jon Rennie
Co-founder, President & CEO of Peak Demand Inc., a premier manufacturer of transmission and distribution components for electrical utilities and OEMs. Former U.S. Naval Submarine Officer with seven deployments on the USS Tennessee. Submarine and Nuclear Engineer qualified. BS Mechanical Engineering, MBA, and MS in Manufacturing Leadership from Cambridge University in the UK. Leadership blogger at jonsrennie.com.
Photo couresty of Eric Draper, White House Photographer and jonrennie.com