How You Can Coach Your Team through Times of Crisis

How can executives bring out the best in their teams in a time of ongoing crisis? A recent panel of Chicago Booth alumni provided a wealth of practical advice on this topic, describing how organizational leaders can enhance their coaching skills in a way that supports and empowers their employees, even in these times of crisis.

Moderated by Luis Miranda, ’89, chairman for India’s Centre for Civil Society and the Indian School of Public Policy, the event was organized by the UChicago Center in Delhi, in partnership with the UChicago Center in Beijing and Chicago Booth’s Hong Kong campus. All-star panelists included Ruchira Chaudhary, ’13 (AXP-11), author of the new book Coaching: The Secret Code to Uncommon Leadership; and Michael Gibbs, AB ’84, AM ’84, PhD ’89 (Economics), clinical professor of economics at Booth.

“There is no doubt—our world right now is in an unprecedented crisis,” said Zening Ge, PhD ’96 (Economics), the executive director of the Beijing Center, as he kicked off the event. “Organizations big and small have faced challenges, including how leaders can navigate through difficult times while also helping people grow.”

Watch the full video here, or scroll down for top takeaways on how coaching can be a powerful tool for growth and innovation.

The best way to boost employees’ confidence, and the role of empathy

“It’s a difficult situation,” Gibbs admitted. “Most organizations in the private and public sectors face the threat of downsizing and economic turmoil, and employees know that. It’s important to be candid with employees and not sugarcoat the situation. If you’re candid and honest, people will respect you more as a leader.”

But at the same time, it pays to be relentless and practical, as well as a source of positive feedback, Chaudhary countered. “People emulate and look to you for cues. It’s really about assuring people that you’re there for your people and will do the best for them.”

Finding ways to effectively balance both sides of the coin, they agreed, is largely a matter of communication. Reminding employees that you’re empathetic and understanding of their plight is also vital, Chaudhary added. “Show them that you care—and by that, I mean be flexible. Cut them some slack. Between barking dogs and screaming kids, it’s hard work, and we’re all in the same boat. Leaders and managers today need to assure people that they’re there for them and understand their working reality.”

Growing to be a more empathetic leader

You can improve your empathy by finding ways to become a better listener, panelists noted. One simple trick for doing so is to ask intelligent questions that paraphrase what others are saying, helping remind individuals that you are fully focused on them.

Likewise, a mentality of providing service to others can take you far. “Somebody who is empathetic is typically a giver all the way, and has somebody else’s best interest at heart,” Chaudhary stated.

“Empathy is also about being mindful and showing that you care,” Miranda added, encouraging the audience to take an interest in others while being realistic in their approach to problem-solving.”

Parting thoughts on steering organizations through growing uncertainty

Great leaders are as much amazing teachers, coaches, and mentors as they are effective managers, Miranda suggested. But whether you’re a seasoned executive or a new employee, it’s also important to surround yourself with people you can turn to for help and insight if you find yourself stuck or facing an unfamiliar challenge.

“Coaching is a two-way street,” Chaudhary volunteered. Some people believe a coach is like a therapist, she chuckled. But really, coaching is about helping others become better versions of themselves. “A coach won’t provide answers,” she said, but rather “help you discover your own answers” instead.