How to lead in a crisis | The Way We Work, a TED series

Transcriber: Erin Gregory Reviewer: Ivana Korom

We think of a great leader

Translator: Nathaniel Luis Reyhan Soesilo Reviewer: Prameswari Rahmanu

Pemimpin yang baik

as the unwavering captain who guides us forward

adalah kapten yang membawa kita maju melewati tantangan dan kerumitan.

through challenge and complexity.

Confident, unwavering leaders,

Pemimpin yang percaya diri, teguh, dan berpengalaman

armed with data and past experience

have long been celebrated in business and politics alike.

telah lama disukai dalam bisnis dan politik.

But sometimes and certainly now,

Namun, terkadang, dan pastinya sekarang,

a crisis comes along that is so new and so urgent

datang krisis yang baru dan genting yang mengubah semua pikiran kita.

that it upends everything we thought we knew.

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One thing we know for sure

Satu hal pasti adalah pergolakan akan datang lagi.

is that more upheavals are coming.

In a completely interconnected world

Di dunia yang saling tersambung, sebuah pemberontakan politik,

a single political uprising,

a viral video, a distant tsunami,

video viral, tsunami yang jauh, atau virus kecil bisa menggemparkan dunia.

or a tiny virus can send shock waves around the world.

Upheaval creates fear,

Pergolakan menyebabkan ketakutan, dan orang-orang butuh keamanan,

and in the midst of it people crave security,

which can incline leaders

sehingga pemimpin condong menjadi kuat, percaya diri, dan teguh.

toward the usual tropes of strength, confidence, constancy,

but it won't work.

Namun, itu tak bagus.

We have to flip the leadership playbook.

Kita harus lihat dari sisi lain.

First, this type of leadership requires

Pertama, kepemimpinan tipe ini butuh banyak komunikasi transparan.

communicating with transparency, communicating often.

So how can leaders lead when there is so little certainty,

Bagaimana orang bisa memimpin dengan sedikit kepastian dan kejelasan?

so little clarity?

Whether you are a CEO, a prime minister, a middle manager

Entah Anda seorang CEO, perdana menteri, manajer, atau kepala sekolah,

or even a head of school,

upheaval means you have to ramp up the humility.

Anda harus merendahkan hati saat pergolakan.

When what you know is limited,

Saat pengetahuan Anda terbatas, berpura-pura tahu itu tak berguna.

pretending that you have the answers isn't helpful.

Amidst upheaval, leaders must share what they know

Saat pergolakan,

pemimpin harus membagi pengetahuannya dan mengakui apa yang tak diketahui.

and admit what they don't know.

Paradoxically, that honesty creates more psychological safety for people,

Kejujuran itu malah memberi keamanan psikologis bagi orang-orang.

not less.

For example when the pandemic devastated the airline industry

Sebagai contoh, ketika pandemi melibas industri pesawat terbang,

virtually overnight,

CEO of Delta Airlines Ed Bastian

CEO Delta Airlines, Ed Bastian, meningkatkan komunikasi dengan pegawai,

ramped up employee communication

despite having so little clarity

meski tak bisa melihat jalur di depan, menghadapi hasil yang mengerikan.

about the path ahead, facing truly dire results.

At one point in 2020,

Suatu saat di 2020, seratus juta dolar hilang dalam sehari,

losing over a hundred million dollars a day,

it would have been far easier for Bastian

akan lebih mudah bagi Bastian untuk menunggu informasi sebelum beraksi,

to wait for more information before taking action,

but effective leaders during upheaval

namun pemimpin efektif tak bersembunyi saat pergolakan.

don't hide in the shadows.

In fact, as Bastian put it,

Nyatanya, kata Bastian, komunikasi itu lebih penting

it is far more important to communicate

when you don't have the answers than when you do.

saat Anda tak tahu jawabannya daripada saat tahu.

Second, act with urgency despite incomplete information.

Kedua, bersikaplah dengan sigap meski informasinya tak lengkap.

Admitting you don't have the answers

Mengakui Anda tak punya jawabannya bukan berarti menghindari bersikap.

does not mean avoiding action.

While it's natural to want more information,

Meski menginginkan informasi itu alami,

sikap sigap hanyalah cara untuk memperoleh informasi lebih.

fast action is often the only way to get more information.

Worse, inaction leaves people feeling lost and unstable.

Kelambatan beraksi membuat orang tersesat dan labil.

When New Zealand Prime Minister Jacinda Ardern

Ketika PM Selandia Baru, Jacinda Ardern

memaparkan sistem peringatan saat awal krisis COVID-19,

laid out a four level alert system very early

in the COVID-19 crisis,

she lacked information with which to set the level.

ia tak tahu harus seberapa ketat.

Despite lacking answers, she did not wait to communicate

Meski tak tahu, ia langsung memberi tahu ancaman ini ke negaranya.

about the threat with the nation.

At first she set the level at two,

Awalnya, sistemnya di level dua dan naik ke level empat dua hari kemudian.

only to change it to four two days later as cases rose.

That triggered a national lockdown,

Itu memicu lockdown nasional yang menyelamatkan banyak jiwa.

which no doubt saved countless lives.

Later, when cases began to dissipate,

Lalu, saat kasusnya mulai berkurang,

she made subsequent decisions

ia membuat keputusan berdasarkan informasi baru tersebut.

reflecting that new information.

Third, leaders must hold purpose and values steady,

Ketiga, pemimpin harus memegang teguh makna dan nilai,

even as goals and situations change.

bahkan saat tujuan dan situasi berubah.

Values can be your guiding light

Nilai bisa menuntun Anda melewati ketidakpastian.

when everything else is up in the air.

If you care about customer experience,

Jika kepuasan pelanggan penting, jangan melepasnya saat pergolakan.

don't let go of that in times of upheaval.

If a core value is health and safety,

Jika kesehatan dan keamanan itu penting, pastikan Anda selalu memperhatikannya.

put that at the center of every decision you make.

Now doing this requires being very transparent

Anda perlu menjadi transparan tentang nilai Anda,

about what your values are,

and in this way, your steadfastness shows

dengan ini, ketegaran dicerminkan oleh nilai Anda.

not in your plans but in your values.

Prime Minister Ardern's clear purpose all along

PM Ardern ingin melindungi nyawa manusia,

was protecting human life.

Even as the immediate goal shifted from preventing illness

Bahkan saat tujuannya bergeser dari mencegah penyakit,

to preparing health systems

menyiapkan sistem kesehatan, dan untuk mendorong ekonomi.

and ultimately to bolstering the economy.

And finally, give power away.

Dan akhirnya, berbagilah kekuasaan.

Our instincts are to hold even more tightly

Insting menyuruh kita untuk mengontrol saat pergolakan,

to control in times of upheaval, but it backfires.

tapi itu tak bagus.

One of the most effective ways to show leadership,

Cara efektif menunjukkan kepemimpinan sangat berbeda dari biasanya,

if counterintuitive,

is to share power with those around you.

yaitu membagi kekuasaan dengan orang dekat Anda.

Doing this requires asking for help,

Contohnya adalah meminta tolong saat memerlukannya.

being clear that you can't do it alone.

This also provokes innovation

Ini juga menimbulkan inovasi sambil memberi makna bagi orang-orang.

while giving people a sense of meaning.

Nothing is worse in a crisis

Tak ada yang lebih buruk saat krisis daripada merasa tak bisa membantu.

than feeling like there's nothing you can do to help.

We follow this new kind of leader through upheaval,

Kita memercayai pemimpin seperti ini saat pergolakan,

because we have confidence

karena kita yakin bukan pada rencananya, tapi prinsipnya.

not in their map but in their compass.

We believe they've chosen the right direction

Kita percaya mereka memilih jalur dengan informasi terbaru

given the current information,

and that they will keep updating.

dan mereka akan terus mengubahnya.

Most of all, we trust them

Lebih lagi, kita percaya mereka

and we want to help them in finding and refinding

dan ingin membantu mereka untuk menemukan jalan ke depan.

the path forward.