The Crawford Crisis Playbook
In the middle of a crisis, leaders and organizations can be tempted to adopt a posture of relentless control and high-handed authority. Why? Most believe that a firm hand can steer them through turbulent times.
In my experience, the greatest breakthroughs that I have experienced in recovery and change often come not from arrogance or rigidity, but from the quiet strength of humility and empathy. These qualities, when embraced during a crisis, offer a sustainable framework for rebuilding trust, fostering collaboration, and ultimately turning around a critical situation.
I believe that humility in leadership requires acknowledging uncertainty, admitting mistakes, and remaining open to learning from every experience. After 30+ years of leading through change, I came to know that I was not the ultimate authority with all the answers. In fact, I embraced the realization that that no one has the entire blueprint in times of turmoil.
Crisis events, by definition, are unpredictable and dynamic. They require flexible approaches and adaptive responses that can only emerge when leaders are willing to listen, engage, and learn. This mindset sets the stage for innovation; teams feel safe to experiment and share ideas without fear of retribution. When mistakes are treated as opportunities for growth rather than failures to be hidden, organizations can pivot more effectively, transforming adversity into a catalyst for lasting change.
In a world characterized by rapid change and frequent disruption, the traditional notions of leadership are evolving. I believe that the era of the infallible leader is giving way to a new model—one that values truth, vulnerability, and shared responsibility. Leaders who can openly express humility and demonstrate empathy inspire not only loyalty but also a sense of purpose among those they lead.
Vulnerability in particular, is a powerful strength—an unexpected asset for courageous leaders. When executives embrace vulnerability, they unlock a pathway to deeper connection, trust, and more authentic decision making. Admitting uncertainty or mistakes does not undermine authority; it humanizes leaders and cultivates an environment where open dialogue and innovative thinking can flourish. This openness invites collaboration and encourages team members to share ideas without fear of judgment, creating a culture that values transparency over flawless performance.
The power of vulnerability lies in its ability to transform isolation into genuine connection—a quality that is indispensable in today’s complex leadership landscape. When leaders show that they are willing to be open and frank, they pave the way for more meaningful, enduring partnerships and inspire everyone around them to strive for collaborative excellence.
In challenging times, vulnerability becomes a trusted tool for resilience. By acknowledging the limits of their knowledge and seeking input from others, leaders build stronger, more adaptable teams. This deeper level of candor fosters an emotional safety net, enabling individuals to take calculated risks and to experiment with new approaches.
Effective use of vulnerability breaks down barriers, paving the way for honest, productive conversations that are essential during times of crisis.
One of the most powerful illustrations of humility and empathy that I have seen up close as an executive advisor was with a global company in crisis that was on the brink of losing its top talent during a significant downturn that it’s senior leaders just couldn’t reverse. The leadership initially attempted to impose strict measures to maintain control, but these efforts only deepened the sense of disconnection within the organization.
Recognizing that conventional approaches were failing, the CEO took a step back, inviting employees to openly share their concerns and frustrations. In that vulnerable moment of shared accountability, the CEO admitted personal shortcomings and acknowledged that she, too, was navigating uncharted territory. This act of humility not only defused mounting tensions but also fostered a culture of collective resilience. Teams began collaborating more openly, transforming the crisis into a shared journey toward renewal.
Ultimately, the true measure of a leader is not in their ability to assert control during a crisis, but in their capacity to inspire trust, promote collaboration, and nurture the growth of every individual involved. Humility and empathy are the cornerstones of this transformative approach to leadership—qualities that, when embraced, have the potential to turn even the most dire situations into springboards for remarkable renewal.
In the early 1980s, when cyanide-laced capsules resulted in several tragic deaths, Johnson & Johnson made the bold decision to recall all Tylenol products nationwide—even though it cost them millions in lost revenue. By owning up to the issue and taking swift, decisive action, Johnson & Johnson demonstrated that humility in acknowledging a mistake can serve as the foundation for a successful turnaround that has lasted for decades.
When Starbucks faced a major downturn in customer satisfaction and falling sales in 2008, Howard Schultz, then CEO, returned to the company after a brief hiatus to instill a renewed sense of purpose in the firm’s operations. Schultz reengaged directly with frontline employees, listened to their feedback, and even rolled up his sleeves to work on the shop floor. Schultz’s approach not only mended internal rifts but also revitalized the brand. By addressing the concerns of both employees and customers, Starbucks was able to realign its values and rebuild its reputation.
In every one of these examples, humility and empathy have functioned as the glue that binds teams, rebuilds trust, and enables innovation. They encourage decision-makers to view failures as opportunities for learning. This perspective can transform a crisis from a paralyzing obstacle into a remarkable pivot point. Instead of concealing errors or deflecting blame, leaders who demonstrate humility create an environment where ideas can surface, and improvement becomes a collective journey.
In the end, the process of recovery and renewal is neither rushed nor achieved through sheer force of will. It is gradually constructed by forging authentic relationships and by learning from each setback. The quiet strength of humility and the compassionate power of empathy not only alleviate immediate crises but also lay the foundation for sustainable growth and future success.
Leaders who embody these qualities pave the way for a more inclusive, resilient, and adaptive future—a future where even the worst crisis can be a stepping stone to a better, more understanding organizational culture.
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.
