The Boardroom Beat #34 - Don’t Let a Good Crisis Go to Waste!

Sometimes, my writing presents original thought or new perspective. This topic is, instead, the other end of the spectrum, widely and historically discussed. It is also widely applied by many coaches, myself included, who partner with clients to reframe challenge as opportunity. 

Enduring Truth

Not only is the topic not 'new,' but it is, in fact, really, really old. For over 2,000 years, it has emerged in various forms from prominent thinkers. Its roots stretch back to the Greek philosopher Plato, who is credited with an early version of the idea in his work The Republic around 375 BCE. Our next stop in this time travel journey is the 16th-century English author William Horman, who wrote 'Need taught him wit' in Vulgaria. This evolved into 'Necessity is the mother of invention' during the Renaissance and was popularized in English during the Industrial Revolution of the 19th century. Another famous version, which serves as the title of this article, is 'Don’t let a good crisis go to waste,' a quote generally attributed to British Prime Minister Winston Churchill after World War II, as he encouraged allies to view the post-war period as a chance to reshape global institutions and prevent future conflicts. Renowned American playwright Arthur Miller (Death of a Salesman) drew upon his experiences during the Great Depression to extol the merits of hardship as a means of gaining wisdom, empathy, and resilience, even connecting challenge and hardship to the path toward existential clarity. More recently, when COVID ravaged the world as we knew it, the topic surged back into public discourse through the concept of 'pivots.' Yes, 'pivoting' is yet another way to frame creating opportunity from challenge. 

Poignant Truth

COVID was the ultimate proof point for the model of creating opportunity from challenge. It was an unexpected worldwide crisis that changed life as we knew it in every corner of the globe. Much has been documented about how companies and industries pivoted, not only to sustain operations, but ultimately to create new profit channels. I won’t go into the long list of great examples, but I will mention one I personally experienced. During the COVID recovery, I visited Palo Alto and discovered that one of my favorite downtown areas had become even better. Street closures supported outdoor dining, local retail, and pedestrian-friendly spaces. Today, not far from Stanford University, Palo Alto has kept sections of California Avenue and Ramona Street closed to vehicle traffic, a positive response to a new model for vibrant local business and community gathering.

Circa 2024 Truth

Various coaching frameworks and methodologies help clients recognize negative energy and intentionally convert it into positive energy. One tool I use is the Energy Leadership® Index (ELI), an instrument developed by the Institute for Professional Excellence in Coaching (iPEC) to heighten awareness and inspire action. The ELI is an attitudinal assessment that captures how an individual currently approaches work and life, then activates learning to facilitate real-time change during moments of self-doubt, fear, frustration, or anger—when a good crisis hits.

The ELI fosters:
•    Awareness of stress triggers, along with choices to modify reactions.
•    Acceptance of negative energy responses to emotional triggers as normal.
•    Progress aimed at reducing time spent in negative energy states, rather than eliminating them entirely.
•    Awareness and intention that amplify leadership potential.

It works transformative wonders… but a good laugh at oneself is also quite powerful.
Recently, I witnessed a team leader charismatically rally action with the words, 'Don’t Let a Good Crisis Go To Waste.' It sparked a hearty laugh from the team, but it also shifted attitudes and unleashed ideation. What opportunities were at hand? Though humorously quipped, the words were wielded as a powerful leadership tool to motivate the team.

Coaching Truth

The very next day, I found myself in session with a client deeply immersed in a grueling challenge. The client shared woes so intense they were manifesting as nightmares about work, likening their experience to leading a team on the Eastern Front in World War II—rallying exhausting advances in miserable conditions with high casualty counts, as many succumbed to unrelenting stress. I ventured to introduce the Churchill quote I’d just seen in action and asked how it might apply here.
Asking 'What is the opportunity?' diverts energy toward positivity and action. It acts as a deliberate track switch to a new destination. Often, it’s a tough question to answer. Clients who feel stuck must pause, reframe, and think creatively to uncover a silver lining in their current hardship. For most of us, this mindset does not come naturally.

A proverbial light bulb clicked on, and the client’s demeanor lifted. In ELI terms I saw their energy level rise from Level 1 (apathy) to Levels 5 (solution focus.)  Beyond recognizing previously unacknowledged resilience, the client reconnected with their role as the bedrock of team inspiration, responsible for rallying a large group of employees to feel purposeful. The client also realized the value of adding leadership tools to their skill set. This new perspective didn’t change the challenge, but the Churchill quote sparked:
•    A laugh,
•    A shift in perspective,
•    An action plan.

That’s a pretty good trifecta.

Personal Truth

I challenge each reader to reflect on a past professional or personal crisis and gather evidence of how that turbulent time provided an opportunity for transformation. Here’s mine: In 2009, I was CEO of a company that was disrupting a cottage industry with 'crazy' ideas and innovative applications of 'crowd' and 'cloud.' Acclaimed by industry pundits, we were well-positioned as an acquisition target with early client adopters and promising projections of triple-digit revenue growth. Then, our plans hit a completely unexpected and illogical plot twist. It was a crisis. I didn’t know anything formally about the Energy Leadership® Index back then, but I can now attest that I didn’t let a good crisis go to waste. My executive coaching firm hired me to coach. Fifteen years, many certifications, and thousands of practice hours later, I am thankful every day for the opportunities I have to do this work that brings me joy.

Mindset Truth

Great leaders see opportunity where most see only challenge. They choose action and inspire others to move through and beyond crisis. 'Don’t let a good crisis go to waste' galvanized Churchill, who also stated:

 

The pessimist sees difficulty in every opportunity.

The optimist sees the opportunity in every difficulty.