The term “management by crisis” describes individuals who allow problems to escalate before taking action. Instead of anticipating issues, they react only when a full-blown crisis emerges. This behavior often stems from a subconscious enjoyment of battling crises, sometimes even leading to their creation.
Effective managers, conversely, prioritize setting and achieving goals, managing resources wisely, anticipating potential problems, and proactively addressing them. They focus on future planning and preparing the organization for sustained success. Some managers neglect minor issues, hoping they’ll resolve themselves, and instead concentrate solely on immediate tasks. While problems occasionally disappear on their own, they more often intensify, demanding immediate attention and diverting resources from other essential functions. Such managers may then present themselves to upper management, showcasing their crisis resolution skills without acknowledging the initial neglect.
Consider this scenario: you know your building’s electrical wiring is outdated and requires immediate repair. Ignoring it might seem expedient, yet delaying the inevitable only increases the potential for a larger, more disruptive problem. Addressing the wiring proactively would be categorized as routine maintenance, receiving little recognition. However, if a fire erupts and you heroically save vital documents, you would be celebrated. While this seems unlikely, individuals fitting this “crisis creator” profile are more common than you might think.