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Irma Becerra is president of Marymount University, a comprehensive doctoral-granting university known for its innovative curriculum.
Corporations, agencies and nonprofit organizations are frequently caught off guard by external events outside their control.
Recent examples of this phenomenon include the global conflicts in Israel, Gaza, Ukraine and Congo; the COVID-19 pandemic affecting not only the health of people worldwide but also the global supply chain; and this year’s botched Free Application for Federal Student Aid (FAFSA) rollout that has affected prospective college students’ ability to apply for admission and financial aid at higher education institutions across the country.
If you’re an organizational leader, I’m sure that some or all of these events have impacted your day-to-day or long-term business planning. To proactively prepare for these unexpected circumstances, organizations will typically perform scenario analyses to develop an action plan for when these crises may occur.
For instance, in the early days of the COVID-19 pandemic, my organization formed action plans for situations like determining where we would house sick students if there was an outbreak. But there are so many possibilities and variables that could impact the course of an enterprise. So what do you do to plan for and respond to these external events in a way that guarantees the continuity of business?
- Always be aware of possible disruptions.
To stay prepared, it’s essential to stay informed. I read higher education journals to stay up to date on what is being discussed in our industry and what could impact our sector. I also watch local and national news to stay aware of global events that could impact our university.
By keeping a pulse on the broader landscape, we can anticipate potential disruptions and start considering how they might affect us.
- Implement new structures as necessary.
If you see an issue that’s increasingly likely to impact your business, you need to form a committee or task force to understand the potential consequences and how you’ll deal with them.
For example, we created a COVID-19 task force in January 2020, and it was active throughout the pandemic. It was staffed using an incident command system (ICS) structure, which is a common hierarchy used to command, control and coordinate an emergency response across multiple agencies. This proactive approach allowed us to stay ahead of the curve and respond effectively to the evolving situation.
- Communicate well and often throughout your organization.
Effective communication is crucial during times of crisis. You need to be able to communicate frequently to your entire community, explaining what steps are being taken to deal with the crisis. You also need to have structures to deal with emergencies. Put action plans into place and execute them quickly, and remember to always be adaptable and in a position to pivot when necessary.
For instance, some of the strategies we’ve used to respond to this year’s rocky FAFSA rollout have been frequent communications with parents, students and all relevant stakeholders. We also held a roundtable panel event with U.S. Senator Mark Warner to communicate with government officials.
It’s vital to communicate with those affected by the issue, as well as communicate with those who can make a difference in resolving the issue. Communicate down and up.
- Make organizational changes if needed.
Sometimes, the expertise within your organization might not be enough to respond adequately to a crisis. In such cases, you may need to create new units, change personnel or hire consultants to determine the best way to stay the course.
You may not have all the answers all the time, so it’s also important to reach out to groups of peers and colleagues for advice and feedback. This willingness to adapt and seek external help can make the difference between floundering and thriving during a crisis.
- Check on your performance.
Regularly check in with your organizational community and stakeholders. If your efforts are not being perceived in a positive manner, you may need to change your strategy to accomplish your objectives.
For example, during the onset of the COVID-19 pandemic, students told us they wanted to return to in-person learning after completing the 2019-2020 academic year online. To fulfill their wishes, we figured out a way to incorporate a hybrid learning format to begin the next academic year to balance their learning concerns with everyone’s concerns for health and safety.
We later fully returned to in-person learning — much faster than many institutions at that time. The lesson here is to always keep your eyes and ears open to your customers and stakeholders. They’ll tell you what’s right and wrong.
Navigating external disruptions requires vigilance, adaptability and proactive planning. By staying informed, implementing necessary structures, communicating effectively, making organizational changes when needed and continuously evaluating performance, leaders can ensure their organizations remain resilient in the face of unforeseen challenges.
These strategies have helped us stay the course during turbulent times, and I believe they can also serve as a blueprint for any organization aiming to navigate external disruptions successfully.
