There are moments where you simply cannot function as a human, never mind a leader, and you need to recognize them and walk out the door. Don’t make a bad decision because you’re frustrated and overworked—get your head on straight and come in fresh the next day.

None of this is revolutionary. You probably learned it in elementary school: write down a list of what you need to do, take a deep breath and some quiet time if you’re upset, eat your vegetables, exercise, sleep. But you’ll forget. We all forget. So grab your calendar and make a plan. You’ll be working all the time for a while. That’s okay. It’s not forever. But you’ve probably been beating at your problems with the same hammer for too long— it’s time for your brain to rummage around and find a crowbar. Or a bulldozer. Give your mind some time to breathe.

4.6. Crisis

“You will encounter a crisis eventually. Everyone does. If you don’t, you’re not doing anything

important or pushing any boundaries. When you’re creating something disruptive and new, you will at some point be blindsided by a complete disaster.

It may be an external crisis that you have no control over, or an internal screwup or just the kinds of growing pains that hit every company. [See also: Chapter 5.2: Breakpoints.] Either way, when the time comes, here’s the basic playbook:

1. Keep your focus on how to fix the problem, not who to blame. That will come later and is far too distracting early on.

1. As a leader, you’ll have to get into the weeds. Don’t be worried about micromanagement—as the crisis unfolds your job is to tell people what to do and how to do it. However, very quickly after everyone has calmed down and gotten to work, let them do their jobs without you breathing down their necks.

1. Get advice. From mentors, investors, your board, or anyone else you know who’s gone through something similar. Don’t try to solve your problems alone.

1. Your job once people get over the initial shock will be constant communication. You need to talktalktalk (with your team, the rest of the company, the board, investors, and potentially press and customers) and listenlistenlisten (hear what your team is worried about and the issues that are bubbling up, calm down panicked employees and stressed-out PR people). Don’t worry about overcommunicating.

1. It doesn’t matter if the crisis was caused by your mistake or your team or a fluke accident: accept responsibility for how it has affected customers and apologize.

It’s your responsibility as a leader not to try to deal with a disaster on your own. Don’t lock yourself in a room, alone, frantically trying to fix it. Don’t hide. Don’t disappear. Don’t imagine that by working for a week straight and not sleeping you can solve the problem yourself and nobody ever has to know. Get advice. Take deep breaths. Make a plan.

Then put on your rain boots and walk into the tidal wave.

The silver lining is that once the crisis is past—assuming you survived it, of course—you’ll have a team that’s gone through hell and back and is stronger for it. You’ll have time to go figure out the why—why did this happen in the first place? And what can we do so it doesn’t happen again? That may mean someone gets fired or the team reorganizes or the way you

communicate with each other drastically changes. The process may be lengthy and unpleasant.

A useful exercise to go through at the beginning of your transition is to sit down and make a list of all the things that are awesome about the current state of the world. Does everyone get along? Are your processes efficient? Is your team known for rigorous and high-quality work?

Now, next to that, create a list of all the things that could be better. Is your team cagey about deadlines? Does it seem like priorities are always shifting? Is there that one really long weekly meeting nobody wants to attend?

These two lists give you the start of a plan for what you should and shouldn’t change. You don’t need to fix what isn’t broken, but neither should you feel like you’re stuck in a time machine of this is how it was always done. After all, that’s why you got the job! Taking the time to reflect on the biggest opportunities for improvement helps you understand how to best act as a multiplier for your team.

Two, take the time to listen before you do anything else. You will set the tone; it will be very difficult to reset it. If you start off by imposing your views on people, you’re not going to have what you most need when you most need it - namely, the commitment of the people you need to get the work done. Even if you’re right and you end up in exactly the same place as you thought you were going to end up, the experience of stopping and doing nothing but being a very good listener for as long as you can stand it is the most important thing to do. The whole act of talking to the top people is the first step towards gaining their commitment and understanding, which you must have if you don’t get it the first time. Until you get a consensus, that everyone agrees on - these are our priorities, and here’s who’s going to work on them, and here’s how our midcourse correction is going to be if we’re not right, and here are the things we can’t put off - take as long as you can stand to get that front end clear, committed, understood, communicated, massaged, and changed.” - Henry Schacht