People First: Rethinking Leadership in Times of Crisis — Mercy Tembon
In global development, we are trained to respond with precision — to deploy resources, manage risk, and deliver results. But when a crisis strikes, strategy alone is not enough. In moments of profound uncertainty, people don’t just need a plan. They need to feel safe, seen, and supported.
This truth became painfully clear during my time leading operations in Bangladesh, where we faced two simultaneous emergencies: the COVID-19 pandemic and the ongoing Rohingya refugee crisis. These were not abstract challenges. We lost six staff members and more than twenty close family members. Several lives were lost in the refugee camps. The grief was real. The urgency was relentless.
We mobilized $950 million in emergency support to strengthen health systems, safeguard livelihoods, and stabilize the economy. But none of this would have been possible without first caring for our people, our teams, our partners, and the communities we serve.
When a crisis hits, the instinct is often to jump into logistics: How do we fix this? But the first question must always be: Are people safe?
During the pandemic, we prioritized well-being even when staff faced personal risk. That meant clear safety protocols, regular check-ins, and flexibility to navigate difficult personal circumstances. In one case, when a colleague was involved in a troubling security situation, our first response wasn’t to file a report. It was to surround that person with support, ensure their immediate safety, and only then begin the process of restoring normalcy and learning from the experience.
Crisis leadership is not about having all the answers. It’s about showing up, listening, and taking decisive action rooted in care. Over the years, I’ve come to rely on a few guiding principles:
- Communicate constantly. In the absence of information, fear fills the gap. Even incomplete updates build trust.
- Plan with direction but remain flexible. Empower teams to adapt and lead as conditions evolve.
- Create moments of normalcy. Small wins such as restoring a routine or restarting a program can stabilize morale and momentum.
- Reflect and rebuild. After the storm, the real work begins. What did we learn? How do we grow stronger?
These principles are not just operational, they’re relational. They help teams feel anchored, even when the ground beneath them is shifting.
High-stakes moments magnify our values or expose their absence. I’ve seen firsthand how empathy transforms teams. When leaders care deeply, when they make space for both fear and resilience, when they offer direction without stripping dignity, that’s when transformation begins.
Whether in a post-conflict recovery in Africa or an emergency response to floods in South Asia, I’ve learned that resilience isn’t just about bouncing back. It’s about bouncing forward, wiser, more prepared, and more connected.
The development sector will continue to face crises — climate shocks, displacement, public health emergencies. But if we lead with care, clarity, and consistency, we can help communities not just survive but emerge stronger.
As I step into the next chapter, bringing this experience to boardrooms and advisory roles, I carry with me a simple but profound conviction: Leadership in crisis is about people first. When we prioritize well-being, foster trust, and build systems that adapt and evolve, we turn uncertainty into opportunity.
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