Years ago, at the start of my career, I stumbled upon an unexpected revelation about my office correspondence ...
Mail was a rare occurrence for me back then, so when a higher authority called, asking for feedback on their communication, I confidently replied, “I haven’t received anything.”
To my surprise, they with a stern warning told me that it had been sent. Intrigued—and slightly alarmed—I embarked on an early morning investigation into my staff's office. My search led me to a drawer, which, upon opening, revealed a shocking sight: an entire pile of undelivered, unregistered, and utterly neglected mail.
Dumbfounded, I turned to my subordinate. He looked up, entirely unfazed, and explained his innovative approach to office management.
“I handle filing the mail and drafting replies,” he informed me matter-of-factly.
“But why are these just sitting here instead of being answered?” I asked.
With a smug grin, he revealed his masterpiece of efficiency:
“If there’s no mail, there’s no need to reply. If higher-ups really want an answer, they’ll call. If it’s important, they’ll send a reminder. If it’s critical, they’ll send a second reminder. Eventually, the you yourself will storm in, drag me to your office, and that’s when I know it’s time to respond.”
At the time, I was too young to realize I had just witnessed a textbook example of Management by Crisis—a strategy that, while unconventional, thrives in many organizations...
ANCIENT KNOWLEDGE SYSTEM KNOW-HOW
With hindsight—and recently acquired master’s in management under my belt—I now see that effective management is often rooted in our traditional wisdom.
But instead of recognizing homegrown Ancient Knowledge system,
we blindly chase imported doctrines like Management by Objectives, Management by Results, Management by Exception… all impressive-sounding,
yet we ignore the most widely practiced, time-tested management approach in our daily lives:
Management by Crisis!
My experience tells that the ability to respond under pressure is more than just a skill—it’s an art form.
HOW TO MASTER MANAGEMENT BY CRISIS
For those aspiring to excel in Management by Crisis, here are some guiding principles:
1. Deny a problem until it becomes a full-blown crisis.
What do you mean the rations are substandard? The staff are grumbling? So what? I grumble about my wife’s cooking all the time—when she’s not listening. That doesn’t mean I stop eating! If the staff are truly unhappy, they’ll escalate it through the chain of command. Only then do we act.
2. Shift the crisis elsewhere
The guards on night duty complain they have trouble staying awake? Move them to the morning shift! Yes, that means the morning guards will now have to pull night duty, but we’ll cross that bridge when we get to it.
3. Implement temporary solutions to buy time.
The maintenance crew is complaining because their workroom is too hot? Issue them an extra fan. Will it solve the problem? Maybe not. But it will keep them quiet until winter arrives.
HOW TO CREATE A CRISIS – A FIELD GUIDE
A boss’s worth is often measured by the magnitude of crisis they handle:
Do not annihilate all your problems —if you do, the higher ups will have no use for you!
Some bosses are lucky enough to inherit crisis.
Others must create them. Here’s how:
1. The ‘Time-the-Great-Creator’ Approach
The engineers requested new tools for maintenance two years ago. A reminder was sent six months later. We discussed it in last three meetings in last 06 months, got financial approval last month, and are now ready to procure the tools which will follow the procurement procedure...
But the engineers are impatient?
Where’s their discipline?
2. The ‘We-Have-Our-Rules’ Approach
The men want longer raincoats for monsoon patrols? Sorry, regulations specify a length of 4.5 feet. If they shrink in the rain, that’s a logistics issue. Changing specifications requires higher command approval—which means waiting for next year’s procurement cycle.
3. The ‘Keep-Them-in-Their-Place’ Approach
Kumar suggested moving the vehicle under shade to prevent overheating? Who is this Kumar? A logistics chap or the boss? If I start listening to every suggestion, soon they’ll be asking for air-conditioning in the offices!
WHY MANAGEMENT BY CRISIS WORKS IN REAL LIFE SCENARIOS
The greatest advantage of Management by Crisis is that it enhances a person’s indispensability. If everything runs smoothly, higher-ups might get the dangerous idea that the system can function without you. Worse, they may even consider replacing you with a younger, more energetic officer. But if you are constantly at the helm of a high-stakes crisis, your value increases exponentially.
Additionally, this approach reduces daily workload—at least in the short term. By ignoring small issues until they escalate, you conveniently avoid dealing with routine matters.
Lastly, crisis boss experience an unmatched sense of purpose. A boss in a well-organized office may find their days mundane. A crisis boss, on the other hand, lives an action-packed life. At home, they can regale their family with thrilling accounts of the day’s battles.
Consider the plight of a boss whose office runs flawlessly:
Wife
"Nothing happens in your office! Look at Sharma—his office worke on emergencies last month...like...changing the buttons of shirts! He leaves office by 0700h, and some nights he doesn’t return until midnight. When his wife talks about his crises at parties, I have nothing to contribute!"
For a boss, there is no greater tragedy than becoming irrelevant.
Management theories may continue to evolve, but Management by Crisis remains a battle-tested strategy in our world. It is not just a management style—it is an art. An art that keeps leaders on their toes, subordinates engaged, and organizations ever-ready for the next challenge.
While a perfectly smooth-running system may be the ideal, in the real world—where adaptability and resilience are paramount—a well-managed crisis is often the ultimate test of leadership.
After all, in the grand scheme of things, who would you rather be—someone who keeps things running seamlessly… or the hero who swoops in to save the day?
