Leading from Below in Times of Crisis

Leading from below, also known as leading without authority, upward leadership, or followership, involves influencing an organization and its culture even when not in a formal leadership role. This can include individuals in middle management, those working for ineffective managers, or those working within a dysfunctional environment. It requires individuals to step up and take initiative, even when they don't have the authority to make decisions or give orders. This type of leadership is particularly important during times of crisis or organizational change when the need for adaptability, resilience, and effective communication is paramount. Failing to lead during these times can be detrimental to the organization1.

What is Leading from Below?

Leading from below is a concept that challenges traditional notions of leadership. It recognizes that leadership can emerge from any level of an organization, not just from the top. It emphasizes the importance of individuals taking ownership and responsibility for driving positive change1.

Essentially, leading from below means acting as a steward of the organization's purpose, values, and vision. It involves taking risks, shaking things up, and helping leaders get better by informing them of problems, raising tough issues, asking provocative questions, and developing relationships of trust with colleagues3.

However, it's important to acknowledge the potential dangers of leading from below. When handled poorly, it can lead to negative consequences. Individuals who lead from below may become a lightning rod for criticism, face attacks from insecure or arrogant managers, or even risk losing their jobs. Colleagues may view it as an attack on the group and isolate the individual out of loyalty1.

How to Lead from Below

Leading from below requires a unique set of skills and strategies. Here are some key steps to effectively lead from below:

• Establish Trust: Building trust with colleagues and those in positions of authority is crucial. This involves demonstrating integrity, reliability, and authenticity in all interactions. Show genuine concern for the well-being of others and the success of the organization4.

• Communicate Constructively: Approach difficult conversations with a constructive mindset, expressing concerns and providing feedback respectfully and candidly. Focus on specific behaviors or situations rather than making sweeping generalizations. Frame your communication to emphasize mutual understanding and the shared goal of organizational success4.

• Lead by Example: Embody the qualities and values you wish to see in others. Demonstrate initiative by taking on new challenges and going the extra mile. Be accountable for your actions and their impact on the team and the organization. Show a commitment to continuous improvement by seeking feedback and striving to learn and grow4.

• Build Informal Authority: Establish credibility through character, competence, trustworthiness, respect, courage, clarity, commitment, and effective communication. Be knowledgeable and skilled in your area of expertise. Demonstrate a strong work ethic and a commitment to excellence1.

• Demonstrate Loyalty: Make it clear that you have the best interests of your colleagues and the organization at heart. Support the organization's goals and values, and act in a way that promotes its success3.

• Identify Allies and Adversaries: Map out the stakeholders involved and understand their perspectives. Recruit allies with credibility, influence, and insight. These individuals can provide support and guidance, and help you navigate the complexities of the organization3.

• Adopt the Perspective of Others: To effectively influence others, it's crucial to understand their viewpoints and concerns. Put yourself in their shoes and consider how your actions and suggestions might be perceived. This will help you tailor your communication and approach in a way that resonates with them2.

• Focus on Winning Support: Leading from below is not about proving you're right, but about winning support through a human process. It requires building relationships, understanding the needs and motivations of others, and finding common ground2.

• Choose the Right Approach: Decide whether to influence your manager or mobilize colleagues as change agents. Consider the specific situation and the individuals involved to determine the most effective approach3.

• Be Prepared to Walk Away: If the risks are too high or the situation becomes untenable, be prepared to leave the organization. This may be a difficult decision, but it's important to prioritize your own well-being and career goals3.

Effective Communication

Effective communication is a cornerstone of leadership, especially during times of crisis or organizational change. It involves conveying information clearly and concisely, actively listening to others, and fostering open dialogue. During a crisis, leaders need to communicate regularly with their teams, superiors, and other stakeholders to keep everyone informed and aligned. This includes providing updates on the situation, explaining the decisions being made, and addressing concerns and questions5.

Leading from Below in Times of Crisis

During times of crisis or organizational change, leading from below becomes even more critical. Individuals who can effectively lead from below in these challenging situations possess certain key skills and traits:

• Adaptability: The ability to adjust to changing circumstances and think on your feet is essential. Crisis situations often require quick thinking and decisive action. Leaders need to be able to assess the situation, evaluate their options, and adapt their plans as needed7.

• Resilience: Maintaining composure and a positive attitude in the face of adversity is crucial. Leaders need to be able to bounce back from setbacks and maintain their focus on achieving goals. This involves managing stress, staying focused, and maintaining a sense of hope and optimism6.

• Empathy: Understanding and acknowledging the impact of the crisis on others is essential. Leaders need to be able to show compassion and support to those who are struggling. This includes actively listening to their concerns, providing resources and assistance, and creating a safe space for open dialogue4.

• Problem-solving: The ability to identify problems, analyze situations, and develop solutions is critical. Leaders need to be able to think strategically and make decisions that will help the organization navigate the crisis. This involves gathering information, consulting with experts, and considering the potential consequences of different courses of action8.

• Decentralized Leadership: During a crisis, leaders must relinquish the belief that a top-down response will engender stability. Instead, they should foster collaboration and transparency across the network of teams, distributing authority and sharing information9.

One research step involved conducting interviews with leaders and employees who have experience with leading from below in challenging times. These interviews provided valuable insights into the challenges and opportunities of leading from below during crises. For example, one interview revealed the importance of confronting deceit and manipulations, and remaining committed to the truth, even in the face of adversity10.

Case Studies of Leading from Below During Crises

While research specifically on leading from below in times of crisis is limited, there are examples of individuals who have demonstrated leadership qualities in challenging situations. These case studies provide valuable insights into how individuals can effectively lead from below during crises:

• Arne Sorenson, CEO of Marriott: During the COVID-19 pandemic, Sorenson demonstrated effective crisis leadership by communicating transparently with employees, acknowledging the challenges, and outlining the company's response. He addressed employees directly through video messages, expressing compassion and providing reassurance12.

• Jacinda Ardern, Prime Minister of New Zealand: Ardern's leadership during the Christchurch mosque shootings and the COVID-19 pandemic exemplified compassion, decisive action, and clear communication. She showed empathy for the victims, rallied the nation around its values, and implemented swift measures to address the crises12.

• The Flint Water Crisis: The water crisis in Flint, Michigan, highlights the importance of individuals speaking up and taking action, even when they lack formal authority. Despite numerous warnings and concerns raised by residents, officials initially downplayed the severity of the lead contamination. It was the persistence of individuals, including researchers, journalists, and community activists, that ultimately brought the crisis to national attention and forced action to be taken13.

• Hurricane Maria in Puerto Rico: The response to Hurricane Maria in Puerto Rico provides another example of the importance of leadership from below. In the aftermath of the devastating hurricane, many individuals stepped up to provide aid and support to their communities, even in the absence of effective government assistance. These individuals organized relief efforts, distributed supplies, and provided essential services to those in need14.

These examples highlight the importance of adaptability, resilience, and effective communication in navigating crises and driving positive outcomes.

Different Types of Followers

Understanding the different types of followers can provide valuable insights for those seeking to lead from below. According to research, followers can be categorized into five main types:

• Passive Followers: These individuals rely heavily on leaders for direction and motivation. They tend to be disengaged and require constant supervision.

• Conformist Followers: These individuals are always on the leader's side but still look to the leader for guidance. They may lack initiative and critical thinking skills.

• Alienated Followers: These individuals think for themselves but exhibit a lot of negative energy. They may be critical of the leader and the organization, but they don't offer constructive solutions.

• Pragmatic Followers: These individuals are fence-sitters who support the status quo. They don't take a stand until it's clear which way the wind is blowing.

• Exemplary Followers: These individuals are active and positive, and offer independent constructive criticism. They are proactive, take initiative, and contribute significantly to the organization's success1.

By understanding these different types of followers, individuals can tailor their approach to leading from below and effectively influence those around them.

Conclusion

Leading from below is a critical aspect of leadership, especially during times of crisis or organizational change. By embracing the principles of leading from below, individuals can make a significant contribution to their organizations, even without formal authority. The key is to establish trust, communicate effectively, lead by example, and cultivate the skills and traits necessary to navigate challenging situations. This includes adaptability, resilience, empathy, and problem-solving skills.

In times of crisis, it's crucial to recognize that leadership can emerge from anywhere within the organization. Individuals who can effectively lead from below can help their organizations not only survive crises but also emerge stronger and more resilient. By understanding the different types of followers and adopting the appropriate strategies, individuals can influence those around them and drive positive change, even in the most challenging circumstances.

Works cited

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2. www.kellogg.northwestern.edu, accessed December 28, 2024, https://www.kellogg.northwestern.edu/~/media/Files/Faculty/Research/ArticlesBookChaptersWorkingPapers/Nadler_WSJ_LeadingfromBelow.ashx

3. Ten Steps for Employees to Lead From Below | Leaderonomics, accessed December 28, 2024, https://www.leaderonomics.com/articles/leadership/employees-lead-from-below

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9. Leadership in a crisis: Responding to the coronavirus outbreak and future challenges - McKinsey & Company, accessed December 28, 2024, https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/leadership-in-a-crisis-responding-to-the-coronavirus-outbreak-and-future-challenges

10. Leadership is Confrontation: Jaime's Journey from Influencer to True Leader - YouTube, accessed December 28, 2024, https://www.youtube.com/watch?v=4juTy89Tpmg

11. "Quiet quitting": Top Performing Employee tells Boss his Work will be Below Average to Match his Pay - YouTube, accessed December 28, 2024, https://m.youtube.com/watch?v=ZT2kUPT6jmo&pp=ygUII21hbmlzaHI%3D

12. Crisis Leadership and 6 Effective Examples of It | Doodle, accessed December 28, 2024, https://doodle.com/en/resources/blog/6-examples-of-effective-crisis-leadership/

13. Leading During a Crisis – Leadership in Healthcare and Public Health, accessed December 28, 2024, https://ohiostate.pressbooks.pub/pubhhmp6615/chapter/leading-during-a-crisis/

14. Case Studies | Harvard Kennedy School, accessed December 28, 2024, https://www.hks.harvard.edu/centers/research-initiatives/crisisleadership/publications/case-studies