Crisis Management or Calm Control
Barbra Carlisle • March 5, 2025
Lead with impact: Are you focused on what really matters?
You know you are in the right place, and that you want to make a different, not just to the bottom line, but to the people you work with and the communities you serve.
But let’s pause for a moment.
Are you leading with impact, or are you bogged down in the day-to-day?
The guardian in you might be keeping the organisation steady, ensuring governance, compliance, and financial sustainability. Meanwhile your creative side sees a future full of possibilities, new initiatives, and big, bold change and your connector instinct wants to build partnerships and rally support. Another part of you, the Nurturer within you wants to ensure your people feel supported and valued. And then there’s the Pioneer—the strategist, driving forward with vision and courage.
But here’s the challenge: when everything feels urgent, it’s easy to lose sight of what’s most important.
The Risk of Getting Stuck in the Weeds
Meetings. Emails. Stakeholder demands. The never-ending to-do list. It all feels necessary—because it is—but is it truly moving the needle?
Research backs this up: A study by the Bridgespan Group found that non-profit CEOs spend up to 60% of their time on internal operations—meetings, problem-solving, and crisis management—leaving little time for strategy, innovation, and external engagement. Yet, high-impact leaders intentionally shift 25–30% of their time toward long-term priorities, such as fundraising, strategic partnerships, and leadership development.
For many leaders, the reality is this:
The guardian in us gets caught ensuring policies and processes are perfect but struggle to carve out time for forward-thinking strategy. (A Harvard Business Review study found that leaders who focus too much on risk aversion often miss innovation opportunities that drive real progress.)
The creative in us has a hundred visionary ideas but then we find ourselves bogged down in operational constraints.
Those of us with a strong connector tendency spend time nurturing relationships but may neglect structured long-term planning. (Data from Stanford Social Innovation Review suggests that nonprofit partnerships are most successful when backed by clear, measurable objectives.)
Our nurturer tendencies sees us pouring energy into people and culture but hesitating to make hard, strategic decisions. (A survey by Nonprofit Quarterly found that 43% of nonprofit leaders struggle to address underperformance in their teams due to a strong people-first mindset.)
And on top of all this the pioneer tendency within us may push for progress but forget to bring the team along in a way that ensures sustainable impact.
Step Back. Get Clear. Lead with Purpose.
So, how do you step out of the whirlwind of daily demands and refocus on what truly matters?
1. Make Reflection Non-Negotiable
You can’t lead effectively if you don’t give yourself time to think. Schedule it. Protect it. Prioritise it.
Ideas….
• Start each month with a 90-minute clarity session. Review what’s working, what’s not, and what needs to change.
• Use weekly “thinking time.” Even 30 minutes to zoom out can reset your priorities.
• Ask yourself: Am I leading the organisation forward, or just keeping it running?
A study by Bain & Company found that the most effective leaders schedule at least 10% of their time for strategic reflection—leading to better decision-making and higher performance.
2. Define Your “Big Three” Priorities
Not everything on your to-do list is equally important. Identify the three most critical priorities that will create the biggest impact over the next year.
Useful questions to ask yourself:
• What will make the greatest difference to my mission?
• What will set the organisation up for long-term success?
• What’s something only I can lead or influence?
Then, structure your time accordingly. If your calendar doesn’t reflect these priorities, something needs to change.
Research from McKinsey shows that leaders who focus on 3–5 strategic priorities (rather than juggling everything) deliver stronger, more sustainable results.
3. Audit Your Time—Relentlessly
Look at your schedule for the last two weeks. How much time was spent on:
✅ Strategic thinking?
✅ High-value relationships?
✅ Developing leaders in your team?
❌ Unnecessary meetings?
❌ Firefighting problems that others could handle?
If most of your time is spent on reacting rather than leading, it’s time to delegate and reset your focus.
The Chronicle of Philanthropy found that non-profit CEOs who proactively manage their schedules for strategic work see a 40% increase in organisational effectiveness.
4. Empower Your Team—Let Go to Lead More
Your role is not to do everything. It’s to create the conditions where others can step up.
• Delegate with trust. If you’re still signing off on minor decisions, ask yourself why.
• Develop leaders, not just employees. Give your senior team more ownership.
• Ensure clear decision-making frameworks. Everyone should know what they’re responsible for.
A Deloitte study found that organisations with high delegation and trust see 33% higher performance and retention rates in senior teams.
5. Lead with Your Strengths—But beware of how you show up influences and affects others
Every leader has a dominant leadership voice, but great leadership happens when all perspectives are considered.
If you’re are an ideas and big picture thinker ensure there’s someone balancing big ideas with practical execution.
If you’re a not big on risk taking or you worry about what people think, don’t let risk management or team bonding hold back necessary bold decisions.
If you’re someone who values connections, make sure relationships don’t overshadow clear, measurable impact.
Diverse leadership voices lead to better decision-making and more resilient organisations.
And finally remember that teams with a balance of strategic thinkers, relational leaders, and operational experts achieve higher long-term success rates. You don’t and you shouldn’t be doing everything. Focus on your priorities and let others flourish alongside you.
When I first stepped into a leadership role, I did what many of us do, I mirrored the leadership styles I had seen in action as a young professional. I had seen Cathy Garner at the Housing Corporation back in the mid 90s invite me to a senior level meeting and me to reply "Why Cathy I don't have anything useful to say" and her saying "Barbra it is about being in the room. Come, it will not be a waste of your time". Brilliant advice. I also sub consciously took in the directive leaders, the nice to face not quite so nice behind your back leaders and began to learn that leadership means different things to different people. I also experienced leaders who manipulated and coerced me into positions that were simply not comfortable for a young female professional. What I came to learn that I had to be naturally me as a leader. Yes I over share, yes I make light of things, yes I am a glass half full person. I worked on recognising when that style didn't bring the best out of the people around me and I flexed my style. Uncomfortable but definitely rewarding. We all have it in our gift to ask "what kind of leader do I actually want to be?" In today’s leadership landscape, especially in the charity and non-profit sector, authenticity isn’t just a nice-to-have — it’s essential. According to recent research from CIPD, only 26% of L&D leaders feel their organisations are truly receptive to their ideas. That disconnect often stems from leaders not feeling confident in their own voice, or unsure how to bring their full selves to the table. Or bringing their full selves without filters and being told they are too loud, too this or too that. Why your leadership style matters Your leadership style shapes how people experience you — and how they experience their work. When you lead in a way that aligns with your values and personality, you create psychological safety, trust, and clarity. When you lead in a way that feels performative or borrowed, it can create confusion or even mistrust. When you lead without any consideration of what it is like to be on the other side of you I am sorry to say you will fail. Because not everyone will work well with the natural you. At Glee Coaching, I often work with new CEOs and senior leaders who are still figuring out what kind of leader they want to be. Some are navigating imposter syndrome. Others are trying to balance being approachable with being strategic. The truth is, there’s no one-size-fits-all model. But there is a way to lead that feels like you — and that’s where the real impact happens. How to start finding your style Observe, but don’t copy. Learn from others, but filter it through your own values and strengths. Ask for feedback. Not just on performance, but on how people experience your leadership. Try tools that build self-awareness. Programmes like Discover Your Leadership Voice (which I run monthly) help leaders understand their natural communication style and how to adapt it to others. Reflect regularly. What’s working? What feels forced? What energises you? Leadership isn’t about being the loudest voice in the room. It’s about being the clearest, most consistent version of yourself — and helping others do the same. Get in touch if you want to chat about how you can find your own style of leadership that works for you and those around you.
“I learnt a lot by going in and making the cups of tea, and hoovering up for them.” That quote came from Alan Adams, General Manager of Southport Flower Show and a guest on my podcast *The Unlikely Executive*. It stuck with me, not because it was about tea or hoovers ( though I do like the former, the latter less so), but because it captured something about a certain type of leadership: the insight that comes from experiencing all aspects of the organisation. I believe this links to leader empathy. In the charity sector, I have met three broad types of leaders 1. those who have 'worked' their way up 2. those who have pivoted from private to third sector and entered at a senior level (more about them in a later newsletter article) 3. those who have almost been pushed into leadership through personal circumstance (for example those who set up charities on the back of a personal trauma - again I will post about this at a later date) Today I want to focus on those who have worked their way up. They’ve been on the frontlines, run community events, answered helpline calls. That experience gives them a deep understanding of the people they serve and the teams they lead. But what if you didn’t start there? What if you came into leadership from another sector, or stepped into a senior role early in your career? Does that mean you’re missing something? Not necessarily. But it does mean you need to be intentional about how you connect with the frontline. Why it matters Leaders who understand the day-to-day realities of their teams make better decisions. They build more trust. They’re more likely to spot issues early and respond with empathy. In a recent People Management report, 41% of UK businesses now see learning and development as central to their strategy. That includes developing leaders who can connect across levels — not just manage from the top. How to build that connection (even if you didn’t start at the bottom) Spend time with your team. Not just in meetings, but in their world. Sit in on calls. Visit service sites. Ask questions. Listen without fixing. Sometimes the most powerful thing you can do is listen without jumping in with a solution. Be curious, not performative. People can tell when you’re ticking a box. Show genuine interest in their work and challenges. Share your own learning curve. Vulnerability builds trust. If you’re learning, say so. - my own personal favourite - have a work experience week - where you do a role that you have never tried before and take advice and guidance from the current postholder. At Glee, I work with leaders who want to lead with more empathy and impact — whether they started on the frontlines or not. What matters most is your willingness to understand, adapt, and grow. Because leadership isn’t about where you started. It’s about how you show up now.
