This wasn’t a moment to stand back and let the team figure out what to do on their own. I needed to make sure people knew exactly what they were working on and had the tools to find solutions as fast as possible. I had to command and control.

In a crisis, everyone has their job:

• If you’re an individual contributor, you need to take your marching orders and start marching. Do your core job while continuing to look for and suggest other options to solve the issue. Try not to speculate or gossip. If you have concerns or suspicions, report them up the chain, then get back to work.

• If you’re a manager, you need to relay information from leadership without overwhelming or distracting your team. Check in with the team a couple of times a day—try not to harass them more than that (hourly messages just freak everyone out). You need to be there for them, not just to ensure that the work is getting done, but also to make sure they’re okay. You’re the first line of defense against burnout. The pressure, stress, red-eyes, and bad food in the middle of the night will get to people. You may need to give everyone a break—even during a crisis. Remember to set expectations and limits. You’ll probably have to work over the weekend. Okay. That happens. But tell your team what the plan is: we’ll work hard on Saturday but everyone needs to get out of the office at 5 p.m. and then we’ll have a check-in on Sunday night.

• If you’re the leader of a broader group or company, you probably spent years of your life unlearning the tendencies of micromanagement. Well, if you’re in a crisis then it’s time to be a micromanager again.

You’ll need to dig into the details—all the details. But you can’t make every decision on your own or fix everything single-handedly. You have experts, so you’ll need to delegate to them. Agree on the microsteps that need to be taken, but allow them to take those steps without you. Schedule check-ins in the morning and at the end of the day and instead of getting the usual weekly or biweekly reports from your team, start going to their daily meetings. You have to be in there, listening, asking questions, and getting necessary information in real time. You might have to be the conduit of that information to the rest of the company, to investors or reporters or whoever else is watching this situation like a hawk. You need to be able to answer their questions. You need to keep up their confidence that you’re getting somewhere.

Clear your calendar of nonessential meetings. Focus entirely on fixing the problem. And don’t let yourself get knocked off balance— you’re human. Don’t make things worse by losing your mind and ignoring the things you need to keep your head on straight. That might be exercising or resting or having dinner with your family or lying on the floor under your desk for ten minutes quietly singing show tunes. Whatever you need. And remember, your team is human, too—people need to go home. They need to sleep. They need to eat. And they need to feel like things are getting better.

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.

Under normal circumstances nobody should ever be shocked that they’re getting fired or have to ask why it’s happening. They may not agree, of course. But anyone who’s struggling should be having weekly or twice-monthly 1:1 meetings about that struggle. That’s where issues are honestly discussed, solutions are attempted, and there’s a follow-up about what

worked and what didn’t and what’s going to happen next.

Just as people make a commitment to your company when they join it, you make a commitment to them. If you’re leading a company or a large org, it is your responsibility to help people identify their challenge areas and give them space and coaching to get better or help them to find a spot at the company where they can be successful.

But even with all the goodwill and good intentions in the world, sometimes it’ll become obvious to you and to the person on their way out that their issues are unsolvable, the team has lost confidence in them, and the world is full of other wonderful opportunities, with other, much less miserable jobs that you will happily help them find. And that’s when they’ll leave, usually of their own accord.

We also encourage all managers to consider each of their employees regularly and make sure they’ve got the best person in every spot. To help managers on the judgment calls, we talk about the Keeper Test:

If a person on your team were to quit tomorrow, would you try to change their mind? Or would you accept their resignation, perhaps with a little relief? If the latter, you should give them a severance package now, and look for a star, someone you would fight to keep.

It’s clear that the Keeper Test increases talent density, but it also creates worry. Employees report feelings ranging from “mildly concerned” to “occasionally terrified” that they will be cut from the team.