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When Crisis Hits, This is the Leadership Skill That Matters Most
“Disasters don’t wait. They don’t ask permission. They just arrive.”
– Juliette Kayyem, Homeland Security Leader & CNN Analyst
One of the nation’s top crisis experts, Juliette Kayyem has led responses to hurricanes, pandemics, and terror threats. A former Homeland Security official and Harvard professor, she advises Fortune 100 boards and the White House on how to lead when everything goes sideways.
But what surprised me most about our conversation? Her unshakeable mindset and what that means for leaders facing uncertainty in their own organizations.
Why Every Leader Needs a Crisis Playbook
We like to believe crisis happens somewhere else—to government agencies, emergency responders, or global brands making headlines.
But crisis doesn’t care about titles or industries. It walks right into your boardroom dressed as a product failure, a PR nightmare, or a sudden talent exodus.
The real question isn’t if you’ll face chaos, it’s whether you’ll be ready when it comes.
That’s where Juliette Kayyem comes in: showing leaders how to stay grounded, make better decisions, and guide their teams forward, even when the terrain keeps shifting.
The Science Behind the Shift
One of the most powerful insights Juliette shared is rooted in neuroscience: The brain under stress wants simplicity.
When we’re under threat, real or perceived, our prefrontal cortex (the center for higher-order thinking) goes offline. We default to instinct, reaction, and black-and-white thinking.
That might help in a burning building. But in the C-suite?
That tunnel vision can lead to poor decisions, missed signals, and a breakdown of trust.
Juliette’s work, and the strategies we discussed, center on training leaders to anticipate their stress response before the crisis hits, so they can override reactivity with clarity and composure.
Three Action Steps for Crisis-Ready Leadership
Here’s what leaders can start doing today to prepare for tomorrow’s uncertainty:
- Run “Pre-Mortems” Instead of Post-Mortems
Juliette teaches her clients to ask: “If this project fails spectacularly, why did it fail?”
By reverse-engineering potential breakdowns before they happen, leaders build agility and foresight into every initiative.
Try this: Before your next big launch or strategic plan, carve out 20 minutes with your executive team to brainstorm the top 3 failure points. Assign owners to each.
- Separate Urgency from Panic
Crisis requires speed, but not chaos. Juliette emphasizes the importance of managing emotional tone, especially at the top.
If your voice shakes, your team spirals. If your mind races, theirs follows.
Leaders must practice the art of urgent calm.
Try this: In your next pressure-filled meeting, pause for a breath before responding. Ask: “What’s the most important decision we need to make right now, and what can wait?”
- Redefine “Success” in a Crisis
Perfection is not the goal. Movement is.
Juliette calls this “progress over polish.” In a high-stakes moment, success might look like stabilizing the team, getting 70% of the plan right, or simply holding the line.
Try this: Set “crisis metrics” for your leadership team. What does good-enough execution look like under stress? Codify that before the fire alarm goes off.
Final Thought: Leadership Isn’t a Performance—It’s a Practice
Juliette’s wisdom is a reminder that real leadership isn’t about control, it’s about clarity.
Whether you’re managing a crisis of public trust or just a week of relentless pivots, the leaders who rise are the ones who’ve done the inner work before the storm hits.
So ask yourself:
- Where do I default to control when I should pause?
- How do I define success when the playbook no longer applies?
- What’s one decision I can make this week to lead with urgent calm?
Because as Juliette says, the devil never sleeps.
But with the right mindset, you’ll be ready when he knocks.
Want to learn your leadership patterns under pressure?
Explore the Enneagram Applied assessment for insights into how your type shows up in crisis, and what to do about it.
