{"id":366715,"date":"2025-04-16T11:10:56","date_gmt":"2025-04-16T09:10:56","guid":{"rendered":"https:\/\/troodi.de\/leading-in-a-crisis-strengthening-culture-and-collaboration-with-facilitative-leadership\/"},"modified":"2025-04-16T12:03:20","modified_gmt":"2025-04-16T10:03:20","slug":"leading-in-a-crisis-facilitative-leadership","status":"publish","type":"post","link":"https:\/\/troodi.de\/en\/leading-in-a-crisis-facilitative-leadership\/","title":{"rendered":"Leading in a crisis: Strengthening culture and collaboration with facilitative leadership"},"content":{"rendered":"

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In times of crisis, leaders are under enormous pressure. On one hand, quick decisions, clear orientation, and stability are needed. On the other hand, it is precisely this leadership style that threatens to damage the corporate culture \u2013 with long-term consequences. <\/span>Personal responsibility dwindles, communication decreases, and frustration increases. This creates a dynamic that puts the corporate culture under pressure. <\/span> <\/span>So <\/span>how leaders<\/span> avoid <\/span>a cultural<\/span> crisis?<\/span> <\/span><\/p>\n

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<\/span><\/p>\n

In our last in-person event, we looked specifically at thi<\/span>s <\/span>question. <\/span>This <\/span>article summarize<\/span>s<\/span> <\/span>the <\/span>key<\/span> <\/span>findings<\/span> and presents the model<\/span> of<\/span> facilitative<\/span> leadership<\/span>.<\/span><\/span><\/div>\n

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<\/span><\/p>\n

What is a corporate crisis anyway?<\/span><\/h2>\n

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The term \u201ccrisis\u201d is often used in an inflationary way. However, it is important to understand what we are actually talking about. The Gabler Business Dictionary defines a corporate crisis as \u201cunplanned and unwanted, temporary processes that are capable of substantially jeopardizing the continued existence of the company or even making it impossible\u201d. <\/span><\/span><\/p>\n

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<\/span><\/p>\n

Crises can therefore be existentially threatening \u2013 and they can take many forms. Typical forms are <\/span><\/span><\/div>\n

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Financial crisis<\/strong>: e.g. liquidity shortages or high levels of debt<\/p>\n

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Market crisis:<\/strong> new competitors, technological upheavals, or declining demand<\/p>\n

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Strategic crisis<\/strong>: when there is a lack of innovation or the business model has become outdated<\/p>\n

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Reputational crisis<\/strong>: due to scandals, misconduct, or negative public perception<\/p>\n

[\/et_pb_text][\/et_pb_column][\/et_pb_row][et_pb_row _builder_version=”4.27.4″ _module_preset=”default” theme_builder_area=”post_content” column_structure=”1_4,1_4,1_4,1_4″][et_pb_column _builder_version=”4.27.4″ _module_preset=”default” type=”1_4″ theme_builder_area=”post_content”][et_pb_image src=”https:\/\/troodi.de\/wp-content\/uploads\/2025\/04\/technologiekrise.jpeg” _builder_version=”4.27.4″ _module_preset=”default” theme_builder_area=”post_content” hover_enabled=”0″ sticky_enabled=”0″ alt=”Technology crisis” title_text=”Technology crisis” max_width=”80%” module_alignment=”right”][\/et_pb_image][\/et_pb_column][et_pb_column _builder_version=”4.27.4″ _module_preset=”default” type=”1_4″ theme_builder_area=”post_content”][et_pb_text _builder_version=”4.27.4″ _module_preset=”default” theme_builder_area=”post_content” hover_enabled=”0″ sticky_enabled=”0″ custom_margin=”|||-10px|false|false”]<\/p>\n

Technology crisis<\/strong>: outdated systems, technological dependencies<\/p>\n

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<\/span><\/p>\n

What is missing here? <\/span>T<\/span>he <\/span>cultural crisis<\/span><\/strong> is often overlooked \u2013 even though it can be particularly dangerous for organizations. Without a healthy, sustainable culture, there is no basis for overcoming other crises together. <\/span><\/span><\/div>\n

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<\/span><\/p>\n

The dangerous vortex: How leadership in a crisis often unintentionally destroys culture<\/span><\/h2>\n

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<\/span><\/p>\n

An example: There is a strong team spirit in a company. Employees take responsibility, cooperation at eye level is a given. The corporate culture is perceived as positive and stable. <\/span><\/span><\/div>\n

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<\/span><\/p>\n

Then comes the crisis. Commodity prices rise, incoming orders plummet, the management switches into crisis mode. <\/span><\/span><\/div>\n

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<\/span><\/p>\n

What happens? The management wants to provide orientation and take the lead. Employees, in turn, look for security \u2013 and increasingly look upwards. Understandable at first. But this is exactly where a dangerous dynamic begins: <\/span><\/span><\/div>\n

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<\/span><\/p>\n

The vicious spiral in 9 steps<\/span><\/span><\/h3>\n

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    \n
      \n
    1. Crisis hits organization<\/span> (e.g. market change, cost explosion)<\/span> <\/li>\n
    2. Uncertainty spreads<\/span> <\/span><\/li>\n
    3. Managers take over more control \u2013 top-down<\/span> <\/span><\/li>\n
    4. Teams adapt, withdraw, innovation decreases<\/span> <\/span><\/li>\n
    5. Less personal responsibility leads to even more control<\/span> <\/span><\/li>\n
    6. Communication becomes sparser, dissatisfaction grows<\/span> <\/span><\/li>\n
    7. Misunderstandings lead to frustration, escalation increases<\/span> <\/span><\/li>\n
    8. Mood drops \u2013 resistance replaces agility<\/span> <\/span><\/li>\n
    9. The crisis intensifies \u2013 t<\/span>he dynamic<\/span> starts <\/span>all over <\/span>again from step 3<\/span> <\/span><\/li>\n<\/ol>\n<\/ol>\n

      <\/span><\/span><\/p>\n

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      The pattern is well known, but many organizations still fall into it. And it is often recognized too late that it is not the crisis itself that is the biggest problem \u2013 but how it is dealt with. <\/span><\/span><\/p>\n

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      <\/span><\/p>\n

      What does an organization really need in a crisis?<\/span><\/h2>\n

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      The central question is: How does an organization remain capable of acting in a crisis \u2013 without losing its culture and creativity?<\/span> <\/span>The answer is not in more control, but in<\/span> better cooperation<\/span><\/strong>.<\/span> <\/span><\/p>\n

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      <\/span><\/p>\n

      This requires:<\/span><\/span><\/div>\n

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      <\/span><\/p>\n

      <\/span><\/p>\n

        \n
      • Courage<\/span><\/strong> to make unpopular but right decisions<\/span> <\/li>\n
      • Creativity<\/span><\/strong> to find new solutions<\/span> <\/li>\n
      • Solution orientation<\/span><\/strong> so as not to get stuck in problem thinking<\/span> <\/li>\n
      • Commitment<\/span><\/strong> that goes beyond mere \u201cwork according to regulations\u201d<\/span> <\/li>\n
      • Corporate co-responsibility<\/span><\/strong>, i.e. the willingness to share responsibility<\/span><\/li>\n<\/ul>\n

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        <\/span><\/p>\n

        However, these qualities cannot simply be imposed. They are created by a culture that promotes them \u2013 even and especially in times of crisis. This is precisely where <\/span>facilitative leadership<\/span><\/strong> comes into play.<\/span><\/span><\/div>\n

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        <\/span><\/p>\n

        Facilitative leadership: providing orientation without paternalism<\/span><\/h2>\n

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        <\/span><\/p>\n

        In practice, many leaders ask themselves: How can I give my team orientation and security without being too controlling? And what do I do if I’m unsure myself \u2013 for example, when it comes to topics that I’m not an expert in? <\/span><\/span><\/div>\n

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        <\/span><\/p>\n

        One possible answer:<\/span> leadership through process moderation<\/span><\/strong>.<\/span><\/span><\/div>\n

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        <\/span><\/p>\n

        <\/span><\/p>\n

        What does facilitative leadership mean?<\/span><\/span><\/h3>\n

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        Facilitative leadership means that you don’t provide all the answers \u2013 but ask the right questions, offer structures, and guide your team through decision-making and solution processes.<\/span> <\/span>You <\/span>are<\/span> not the<\/span> \u201cdecider\u201d<\/span>, but a <\/span>\u201cdesigner<\/span> of <\/span>th<\/span>e f<\/span>ram<\/span>ew<\/span>ork\u201d<\/span>in which your team can make good decisions together. This can be a huge advantage, especially in complex or dynamic situations. <\/span><\/span><\/p>\n

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        <\/span><\/p>\n

        The central elements of facilitative leadership<\/span><\/span><\/h3>\n

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        <\/span><\/p>\n

          \n
        1. Process focus instead of content focus<\/span><\/strong>: You don’t have to know everything \u2013 but you should keep an eye on the process.<\/span> <\/li>\n
        2. Ability to design processes<\/span><\/strong>: clear procedure, structured meetings, transparency.<\/span> <\/li>\n
        3. Role awareness<\/span><\/strong>: What is your responsibility \u2013 and what is not?<\/span> <\/li>\n
        4. Understanding of dynamics<\/span><\/strong>: Who reacts to pressure and how? What happens in groups under stress? <\/span><\/li>\n
        5. Moderation techniques<\/span><\/strong>: Visualization, active listening, activating groups<\/span> <\/li>\n
        6. Storyline and transparency<\/span><\/strong>: communicate what you are doing \u2013 and why. Including \u201cbehind the scenes\u201d. <\/span><\/li>\n
        7. Resource orientation<\/span><\/strong>: focus on what works \u2013 instead of only on what is missing<\/span> <\/li>\n
        8. Psychological safety<\/span><\/strong>: create spaces in which questions, criticism, and mistakes are allowed. <\/span><\/li>\n<\/ol>\n

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          <\/span><\/p>\n

          This attitude takes <\/span>practice<\/span> \u2013 and courage. But it can prevent a crisis from leading to a cultural breakdown. On the contrary: <\/span> these elements can<\/span> even strengthen cooperation<\/span> and create more trust in the team<\/span>.<\/span><\/span><\/div>\n

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          <\/span><\/p>\n

          Conclusion: Crisis-ready through culture<\/span><\/h2>\n

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          <\/span><\/p>\n

          Crises are touchstones for organizations. They show how stable the culture really is \u2013 and how successful leadership is. <\/span><\/span><\/div>\n

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          <\/span><\/p>\n

          The solution does not lie in even more control, but in a leadership style that strengthens trust, responsibility, and creativity.<\/span> Facilitative leadership<\/span><\/strong> is not a patent formula \u2013<\/span> the initial situation varies from organization to organization. B <\/span>t it <\/span>is an <\/span>effective approach to providing orientation in difficult times without sacrificing culture and cooperation.<\/span> It can<\/span> be worthwhile to rethink your own leadership role: less <\/span>decision-<\/span>maker, more moderator.<\/span>. Not as a retreat \u2013 but as a strategic <\/span>measure<\/span> <\/span>towards<\/span> more co-responsibility<\/span> and <\/span>innovative strength.<\/span><\/span><\/div>\n

          [\/et_pb_text][\/et_pb_column][\/et_pb_row][\/et_pb_section]<\/p>\n","protected":false},"excerpt":{"rendered":"

          In times of crisis, teams need orientation and quick decisions. On the other hand, it is precisely this management style that threatens to damage the corporate culture. How can leadership succeed without triggering a cultural crisis? Our event \u201cImpulse lecture & exchange: leadership in times of crisis\u201d was dedicated to this question. The article summarizes the most important findings and introduces the facilitative leadership model. <\/p>\n","protected":false},"author":41,"featured_media":366692,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_et_pb_use_builder":"on","_et_pb_old_content":"","_et_gb_content_width":"","inline_featured_image":false,"footnotes":""},"categories":[185],"tags":[],"class_list":["post-366715","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-leadership"],"acf":[],"yoast_head":"\nLeading in a crisis: faciliative leadership<\/title>\n<meta name=\"description\" content=\"Leadership in a crisis needs more than control. How facilitative leadership provides orientation without jeopardizing culture.\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/troodi.de\/en\/leading-in-a-crisis-facilitative-leadership\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Leading in a crisis: faciliative leadership\" \/>\n<meta property=\"og:description\" content=\"Leadership in a crisis needs more than control. How facilitative leadership provides orientation without jeopardizing culture.\" \/>\n<meta property=\"og:url\" content=\"https:\/\/troodi.de\/en\/leading-in-a-crisis-facilitative-leadership\/\" \/>\n<meta property=\"og:site_name\" content=\"troodi\" \/>\n<meta property=\"article:published_time\" content=\"2025-04-16T09:10:56+00:00\" \/>\n<meta property=\"article:modified_time\" content=\"2025-04-16T10:03:20+00:00\" \/>\n<meta property=\"og:image\" content=\"https:\/\/troodi.de\/wp-content\/uploads\/2025\/04\/fuehren-in-krisenzeiten.jpg\" \/>\n\t<meta property=\"og:image:width\" content=\"1008\" \/>\n\t<meta property=\"og:image:height\" content=\"672\" \/>\n\t<meta property=\"og:image:type\" content=\"image\/jpeg\" \/>\n<meta name=\"author\" content=\"Philip Klasen-Schwidetzki\" \/>\n<meta name=\"twitter:card\" content=\"summary_large_image\" \/>\n<script type=\"application\/ld+json\" class=\"yoast-schema-graph\">{\"@context\":\"https:\\\/\\\/schema.org\",\"@graph\":[{\"@type\":\"Article\",\"@id\":\"https:\\\/\\\/troodi.de\\\/en\\\/leading-in-a-crisis-facilitative-leadership\\\/#article\",\"isPartOf\":{\"@id\":\"https:\\\/\\\/troodi.de\\\/en\\\/leading-in-a-crisis-facilitative-leadership\\\/\"},\"author\":{\"name\":\"Philip Klasen-Schwidetzki\",\"@id\":\"https:\\\/\\\/troodi.de\\\/en\\\/#\\\/schema\\\/person\\\/58a836e6ac4e0f77289af8c1e2a16546\"},\"headline\":\"Leading in a crisis: Strengthening culture and collaboration with facilitative leadership\",\"datePublished\":\"2025-04-16T09:10:56+00:00\",\"dateModified\":\"2025-04-16T10:03:20+00:00\",\"mainEntityOfPage\":{\"@id\":\"https:\\\/\\\/troodi.de\\\/en\\\/leading-in-a-crisis-facilitative-leadership\\\/\"},\"wordCount\":2383,\"publisher\":{\"@id\":\"https:\\\/\\\/troodi.de\\\/en\\\/#organization\"},\"image\":{\"@id\":\"https:\\\/\\\/troodi.de\\\/en\\\/leading-in-a-crisis-facilitative-leadership\\\/#primaryimage\"},\"thumbnailUrl\":\"https:\\\/\\\/troodi.de\\\/wp-content\\\/uploads\\\/2025\\\/04\\\/fuehren-in-krisenzeiten.jpg\",\"articleSection\":[\"Leadership\"],\"inLanguage\":\"en-US\"},{\"@type\":\"WebPage\",\"@id\":\"https:\\\/\\\/troodi.de\\\/en\\\/leading-in-a-crisis-facilitative-leadership\\\/\",\"url\":\"https:\\\/\\\/troodi.de\\\/en\\\/leading-in-a-crisis-facilitative-leadership\\\/\",\"name\":\"Leading in a crisis: faciliative leadership\",\"isPartOf\":{\"@id\":\"https:\\\/\\\/troodi.de\\\/en\\\/#website\"},\"primaryImageOfPage\":{\"@id\":\"https:\\\/\\\/troodi.de\\\/en\\\/leading-in-a-crisis-facilitative-leadership\\\/#primaryimage\"},\"image\":{\"@id\":\"https:\\\/\\\/troodi.de\\\/en\\\/leading-in-a-crisis-facilitative-leadership\\\/#primaryimage\"},\"thumbnailUrl\":\"https:\\\/\\\/troodi.de\\\/wp-content\\\/uploads\\\/2025\\\/04\\\/fuehren-in-krisenzeiten.jpg\",\"datePublished\":\"2025-04-16T09:10:56+00:00\",\"dateModified\":\"2025-04-16T10:03:20+00:00\",\"description\":\"Leadership in a crisis needs more than control. 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