by Steve Adubato, PhD

The way people lead and communicate in the workplace has clearly changed dramatically. The events of September 11 have caused CEOs, managers, supervisors and others to rethink a whole range of issues, challenges and questions. Not only about how to lead an organization experiencing a crisis or disaster, but about how to deal with your people on a human and emotional level.

This is not something to be taken for granted. Praise has been heaped on New York Mayor Rudy Giuliani and Cantor Fitzgerald CEO Howard Lutnick for how they have lead after the World Trade Center disaster. But what exactly are the lessons we can learn from them and others who step up under these unimaginable circumstances? While every organization is different and every CEO unique, there are certain things that must be done when leading in times of crisis.

A leader must be seen as well as heard in the midst of a crisis or disaster. Too often, those in charge attempt to hide or pass the buck when things seem on the verge of chaos. Top officials at TWA were nowhere to be found in the aftermath of the Flight 800 tragedy in 1996. Real leaders are out front and highly accessible to their people and other key audiences. That's exactly what Giuliani and Lutnick did.
Leaders must provide emotional stability for their employees, customers and others connected to the organization. As one CEO said, his job is to be a "rock" for others to lean on when everything else seems so shaky.
Conversely, one needs to show that they are human, too, and that CEOs and other great leaders do in fact cry when faced with such devastating human tragedy. Howard Lutnick openly wept on television while talking about losing 700 employees and the pain experienced by their families. One can show their emotion and pain while still being strong.
It is critical to remain calm and under control in the middle of a crisis or disaster. Further, the leader must strike a balance between letting people know it is natural to be afraid (he or she is too) yet communicating a level of confidence that things are going to be okay if everyone stays together and works through this one day (or hour) at a time.
More on being accessible. There are leaders who run organizations with hundreds, if not thousands, of employees that give out their personal e-mail address or their home telephone number. Howard Lutnick did this. This isn't always possible, but when it's done it can be very reassuring to employees.
In the midst of a disaster or a crisis, misinformation is everywhere. This problem can be minimized by a take charge leader. Case in point, Rudy Giuliani.
Controlling the flow of information is and essential leadership role during a crisis. Clear, relevant and timely information must come from the recognized leaders.
After the initial crisis or disaster occurs, leaders must create an opportunity for employees to openly talk about their feelings and emotions and how difficult it may be for them to focus on "work."
Finally, genuine leaders often emerge in a crisis. Sometimes they don't have the title or the top spot in an organizational chart. They lead because there is a need to lead. Amidst the horror and devastation of the World Trade Center disaster, there are countless examples of ordinary people leading in extraordinary and heroic ways.