As an executive advisor to the private equity world, I’ve noticed that the biggest corporate disruptions and disasters seem to have the same starting point: the decision makers involved never see the disaster coming.
When I’m not in the trenches with boards and management teams, I spend most of my free time out in the back country of Wyoming. It’s peaceful and serene, but when something goes wrong, I better hope that I’m prepared. Most of the time, I have it covered. But there have been situations that popped up out of nowhere that really challenged my physical and critical thinking skills. These events remind me of what a corporate boardroom can feel like when a disaster is lurking in the shadows.
As I often tell the executives I work with, it takes the same steady hand, keen awareness, and thoughtful planning to navigate a storm as it does to lead a company through turbulent times. By closing the door to emotions that will surface in times of crisis, the chances are great that those powerful, ever-present feelings will allow effective crisis management skills to surface.
Breaking a crisis down in to manageable pieces provides for a more manageable environment where individual elements are much easier to strategize for and resolve. So, whether I’m in the wilderness or the boardroom, I rely on a set of skills that keeps me grounded and effective when disruption strikes:
Preparation Is The Foundation In the boardroom; this translates to having a robust crisis management plan and clear strategic roadmap. Real preparation means identifying potential risks, setting checkpoints, and being ready with contingencies if things turn sour. The executives who weather storms best are those who have already thought through their worst-case scenarios.
Adaptability Under Pressure Adaptability is another common thread between the back country and the high stakes of an executive crisis. Nature doesn’t always follow forecasts, and neither do markets or board decisions. When a sudden storm rolls in or market conditions shift unexpectedly, the ability to pivot becomes crucial. It’s not enough to have a plan. You need to be capable of revising it in real-time while maintaining a calm presence under pressure. This is what builds trust among team members and stakeholders.
Resourcefulness When the Playbook Fails When I’m outdoors, I rely on my instincts and the tools I’ve accumulated over the years. In a crisis, when all of our training scenarios proved inadequate, the leaders who performed best were those who could draw on every resource available and think beyond standard procedures without hesitation.
Resourcefulness might mean tapping into a network of trusted peers, drawing on past experiences, or even seeking advice from mentors who’ve weathered similar storms. It’s about knowing that while you can’t control every external event, you can always control your response.
Communication That Builds Confidence Communication plays a surprisingly similar role in both arenas. When guiding a team through a crisis, clear and honest dialogue is essential. In the wilderness, if you get separated or find yourself facing an injury, effective communication can make the difference between rescue and disaster. In the boardroom, candid conversations, delivered with authenticity and a peer-level tone, help leaders stay aligned and ready solve problems before they escalate.
Self-Reliance Within Command Structure The importance of a well-calibrated sense of self-reliance also can’t be overstated. When circumstances are uncertain, trusting my own judgment is key. This doesn’t mean acting alone; it means knowing when to rely on my inner counsel and when to seek the right support. Emphasizing this balance of independence and collaboration forms the core of the personalized, crisis-tested advisory approach that I stand by. You can’t delegate your judgment, but you can’t carry everything alone either.
Humility in the Face of Forces Beyond Control Finally, staying grounded is crucial. Both the wilderness and business demand humility. No matter how skilled or experienced you are, nature and markets both have the power to humble you.
During a major disruptive event, accepting setbacks as part of the journey allows leaders to learn, adapt, and emerge stronger. Wherever you are, every challenge provides a lesson, an opportunity to improve and an occasion to build resilience.
Having what I call “command presence” isn’t about having all the answers. It’s about creating the space for your team to process, adapt, and move forward. It’s the ability to think clearly when others cannot, to remain steady when everything feels chaotic, and to make decisions when hesitation costs more than action.
Preparation, adaptability, resourcefulness, clear communication, balanced judgment, and humility aren’t just crisis tools. They’re the foundation of leadership that builds trust and drives enduring success, whether you’re navigating a storm or leading a company through its most challenging moments.
Kevin Crawford is an advisor to executives and boards in a wide variety of industries in the United States. For over 30 years, he has helped organizations prepare for crisis, disruption and disaster. He combines a diverse background as a public official, CEO and incident commander for some of the country’s most historic disasters with his passion for teaching empathic, principal-centered leadership skills to leaders.
