Australia’s recent bushfire crisis was a time of devastation - but also a time for leadership. During December and January we witnessed some of the best and worst examples of leadership in a crisis.

While PM Scott Morrison became a quick target for lacklustre leadership, what I witnessed personally were many examples of exceptional leadership in the community. People from all walks of life who used their own initiative to motivate others and create opportunities to give back. It was caring, compassionate leadership at its best.

Celeste Barber raised $50 million. Local sports clubs with no funds of their own held fundraising events to raise money for bushfire affected communities. My neighbours ran a fete; the six-year-old over the road had a lemonade stall and a former work colleague collected and organised three trucks full of food and hay donated by Woolworths customers (an initiative completely independent of Woolworths.)

When we face a crisis, what we are all looking for is genuine, authentic connection to the individual, not through their role, but as a person. What Scott Morrison missed was being the person, the man, the dad, the member of the community. Sadly, he maintained the role of the Prime Minister and used it as a shield. He missed being vulnerable - and vulnerability and courage are the first and most powerful steps towards trust.

The PM also missed linking the crisis to the future and giving people hope. In the midst of a crisis, we all want to know that it is temporary. We need to hear we will make it through – ‘this too will pass’ and we will be stronger, because we are together.

NSW Rural Fire Service Commissioner, Shane Fitszimmons emerged as an exceptional leader. He was vulnerable, ‘future hope’ focused, factual, there was no blame, no shame and he took full responsibility. We connected to him as a person, in the same way many people have connected to NZ Prime Minister, Jacinda Ardern. We trust Shane and Jacinda because they are real, genuine and they are in the crisis with us. Unfortunately, it felt like Scott was standing outside looking in with sympathy, not compassion – and they are very different emotions.

This is the challenge facing all leaders - how to BE in a crisis. It’s a fine balance between being vulnerable and genuinely connecting with the community without falling apart.

People want to be able to rely on leaders to take the lead and make the hard decisions; to know they can balance their own personal emotions and be available to support others at the same time. When leaders fall apart, they lose the trust of their people, because it’s clear they cannot be relied upon when the going gets tough.

From my perspective, the biggest challenge for us all now is ‘what comes next’. People who have felt the impact of the bushfire crisis need to find a new normal. Now that the TV coverage has reduced, we stop talking about it - but they are still living it. This crisis will impact people for the rest of their lives. We need to find a way to help them continue to move forward with compassion, without forgetting them as we move on with our normal, too.

Are you crisis-ready?