As a leader, you are called upon to lead in good times and bad. At normal times and when there is a crisis. It may be an incident in the community with mass casualties, a natural disaster, or a widespread pandemic as we are living through. Barring any of these truly awful crisis, it might be a system failure and as an IT leader you are front and center. Whatever crisis you may face, it requires the best of your leadership skills.

Here is my list of the needed skills from my own experience and watching the best leaders in our current global crisis.

• Communicate often to everyone involved and impacted. Be open and transparent.
• Focus on the facts. Be explicit when you are stating opinion instead of fact.
• Own the situation. Don’t make excuses. Take responsibility.
• Be genuine and empathetic. Stay connected.
• Stay calm and project calmness.
• Be available and present. Stay close to your team. Provide the encouragement they need.
• Listen to the input of others, especially the experts.
• Be adaptable and ready to make quick decisions.
• Lead by example in all you do.
• Let your organization’s core principles guide you.
• When you can, look ahead and past the crisis. Develop a return to normal plan
• Capture lessons learned.
• Express gratitude often. There are many heroes in a crisis. Find them and thank them.
• And don’t forget to take care of yourself.

I have heard many health IT leaders describe the work they are doing in support of their hospitals during this pandemic – some common themes are being nimble, partnering closely with clinicians, staying focused, ensuring the safety of their onsite staff, being responsive with a can do attitude and providing rapid, innovative solutions. I have great respect for all of them as they navigate and lead during this unprecedented time.

Becker’s Hospital Review published a summary of advice from healthcare leaders last week titled “73 hospital leaders in 10 states hit hardest by COVID-19 offer advice to colleagues: If you do nothing else, at least do this”. Respondents are from New York, New Jersey, Massachusetts, Michigan, California, Pennsylvania, Illinois, Louisiana, Florida and Texas. The responses are organized by theme – I focused first on the leadership, communication and strategy theme.

Sandra Fenwick, CEO, Boston Children’s Hospital, responded in this way:

“The challenge of containing the disease and the attention to personal protective equipment is as high here as it is across the street at our adult hospital campus neighbors. As we navigate these turbulent waters, I share these learnings: Look out for one another — these times are unlike anything we have experienced. Go the extra mile to reach out. Listen to your colleagues and the experts. Be a leader, but also be a “first follower.” Communicate often, be transparent and deliver a consistent message from leadership. From daily updates and meetings to weekly virtual town halls, keep employees updated and answer their questions. At Boston Children’s, our emergency management team and hospital incident command processes are key, as that is our daily north star to the entire organization. Take time for yourself — go for a walk, eat, check in with your family, friends and neighbors. Be flexible to change — things will get better, but they will be different. Say thank you … often. It is hospital leaders’ job to support their work and share our gratitude to all those who selflessly and tirelessly sustain our mission in this challenging time.”

Boston is projected to hit its peak this week. They have some of the best medical institutions in the country. Many of the leaders are my friends and former colleagues. I know they will demonstrate the best in leadership during the most difficult of times.

As every leader balances the challenges of today while looking to the future, Scott Wester, President and CEO, Our Lady of the Lake Regional Medical Center (Baton Rouge, La.), posed critical questions:

“With 200 COVID-19-positive hospital patients in our facilities as I write this, we’re very much still in active response. However, we will emerge from this current state requiring a fresh look at how we return to operations. Can we make any operational improvements permanent? Can we use new collaborations and relationships to accelerate progress? Can we stop doing things that don’t add value for the clinical care or patient experience? The discipline of strategic thinking between the stark contrast of today vs. what we need to be ready for tomorrow is absolutely essential. Healthcare will forever be changed, and my organization and my community are depending on us to be ready.”

Bill Santulli, COO, Advocate Aurora Health (Downers Grove, Ill.) summed it up well:

“As COVID-19 races to adapt to its new environment, so must we. Through courage, cooperation, creativity and most importantly resilience, we will persevere.”

Be well. Be strong. Be smart.