Answer:

1. Getting a promotion from a higher position is certainly very encouraging.

However, along with the position, new responsibilities also await me. From never
having been a leader before, now a new position requires me to lead a team. I
am the one who will be visited by team members when they have questions or
are facing certain problems and I will also get pressure from the boss for the
work done by the team. especially in a crisis situation.
a. Set clear goals and expectations
As a leader, I need to make sure that my team and I have the same
perception of work. From the start, it's good for me to communicate to the
team what targets have to be achieved and what are my expectations or
expectations for their performance.
b. Build strong relationships with your team
My first experience leading a team might make me feel tense. However, I
won't let that make me withdraw from the team. Instead, I have to build strong
relationships with the team. With a strong relationship from the start, the
communication and work process can run smoothly.
c. Get to know all my team members professionally and personally
This can build good personal bonds and break down any awkwardness that
may be created between me and the team. Apart from that, I can also
conduct one-on-one meeting sessions with team members to find out their
grievances as well as build better relationships.
d. Give recognition for team performance
From the start, I told the team what my goals and expectations were. Then,
what should I do when the team manages to exceed expectations and reach
targets? I will give special appreciation to show that I know and appreciate
their performance.
e. Prioritize communication transparency
it is important for me to inform the team about the condition of the company.
especially in a crisis situation. That way, my team can better understand their
role to feel more connected to the company. Moreover, this will also make me
a communicative leader.
f. Learn from a mentor
ask for help from a mentor or someone whose opinion I trust. It could also be
from people who already have a lot of experience in leading and become my
role models. This mentor doesn't have to come from the same workplace as
me, it could also be from my previous workplace or even from friends and
family.

2. In dealing with the crisis situation that continues to develop, the most important
thing is how to create a good situation of comfort and security as proposed by
carol ryff.
The Six-factor Model of Psychological Well-being is a theory developed by Carol
Ryff which determines six factors which contribute to an individual's
psychological well-being, contentment, and happiness. Psychological well-being
consists of positive relationships with others, personal mastery, autonomy, a
feeling of purpose and meaning in life, and personal growth and development.
Psychological well-being is attained by achieving a state of balance affected by
both challenging and rewarding life events.
Ryff's model is not based on merely feeling happy, but is based on
Aristotle's Nicomachean Ethics, "where the goal of life isn't feeling good, but is
instead about living virtuously". Six factors are considered key-elements of
psychological well-being:
a. Self-acceptance
b. Personal growth
c. Purpose in life
d. Environmental mastery
e. Autonomy
f. Positive relations with others
3. I will apply standard operating procedures in the team even in the event of a
prolonged crisis. Standardized procedures and policies serve as guidelines in
every step of the way so that there are no mistakes in every mistake. usually
team members who do not implement procedures will make mistakes and this
has an impact on the organization, other teams and for himself.
For example, in the current Covid 19 pandemic crisis situation and earthquake
disaster, when there is a patient with symptoms of Covid 19 but personal
protective equipment is not available, the team members must be wise in
providing help, not to endanger themselves or other team members. Personal
protective equipment must be available before we provide help to patients
infected with Covid 19.

4. The way to overcome this natural tendency is to build our mental resilience through
mindfulness. Mental resilience, especially in challenging times like the present,
means managing our minds in a way that increases our ability to face the first arrow
and to break the second before it strikes us. Resilience is the skill of noticing our
own thoughts, unhooking from the non-constructive ones, and rebalancing quickly.
This skill can be nurtured and trained. Here are three effective strategies:
a. First, calm the mind.
When we’re focus on calming and clearing my mind, i can pay attention to what
is really going on around you and what is coming up within me.  i can observe
and manage my thoughts and catch them when they start to run away towards
doomsday scenarios. I can hold your focus on what you choose.This calm and
present state is crucial. Right away, it helps keep the mind from wandering and
getting hooked, and it reduces the pits of stress and worry that we can easily
get stuck in. Even more importantly, the continued practice of unhooking and
focusing our minds builds a muscle of resilience that will serve us time and time
again. When we practice bringing ourselves back to the present moment, we
deepen our capacity to cope and weather all sorts of crises, whether global or
personal.
b. Look out the window.
Despair and fear can lead to overreactions. Often, it feels better to be doing
something … anything … rather than sitting with uncomfortable emotions. But I
have been trying to meet this frustration with reflection versus immediate
reaction. I know my mind has needed space to unhook from the swirl of bad
news and to settle into a more stable position from which good planning and
leadership can emerge. So, I have been trying to work less and to spend more
time looking out my window and reflecting. In doing so, I have been able to find
clearer answers about how best to move forward, both personally and as a
leader.
c. Connect with others through compassion.
The present climate of fear can also create stigmas and judgments about who
is to blame and who is to be avoided, along with a dark, survivalist “every
person for him/herself” mindset and behaviors.  We can easily forget our
shared vulnerability and interdependence.

5. The efficient and people focussed ways to promote learning practices during the
crisis is change habits:
a. Behavior 1: Decide with speed over precision.
The situation is changing by the day — even by the hour. The best leaders
quickly process available information, rapidly determine what matters most,
and make decisions with conviction. During a crisis, cognitive overload looms;
information is incomplete, interests and priorities may clash, and emotions
and anxieties run high. Analysis paralysis can easily result, exacerbated by
the natural tendency of matrixed organizations to build consensus. Leaders
must break through the inertia to keep the organization trained on business
continuity today while increasing the odds of mid- to long-term success by
focusing on the few things that matter most. A simple, scalable framework for
rapid decision-making is critical.
i am leaders should: Define priorities. Identify and communicate the three to
five most important ones. Early in the crisis, those might include employee
safety and care, customer care/patient, and operational continuity. Document
 the issues identified, ensure that leadership is fully aligned with them, and
make course corrections as events unfold.
Make smart trade-offs. What conflicts might arise among the priorities you
have outlined? Between the urgent and the important? Between survival
today and success tomorrow? Instead of thinking about all possibilities, the
best leaders use their priorities as a scoring mechanism to force trade-
offs.Name the decision makers. In your central command “war room,”
establish who owns what. Empower the front line to make decisions where
possible, and clearly state what needs to be escalated, by when, and to
whom. Your default should be to push decisions downward, not up. Embrace
action, and don’t punish mistakes. Missteps will happen, but our research
indicates that failing to act is much worse.
b. Behavior 2: Adapt boldly.
Strong leaders get ahead of changing circumstances. They seek input and
information from diverse sources, are not afraid to admit what they don’t
know, and bring in outside expertise when needed.
i am leaders should:
Decide what not to do. Put a hold on large initiatives and expenses, and
ruthlessly prioritize. Publicize your “what not to do” choices.
Throw out yesterday’s playbook. The actions that previously drove results
may no longer be relevant. The best leaders adjust quickly and develop new
plans of attack. Strengthen (or build) direct connections to the front line. In
triage situations, it’s crucial to have an accurate, current picture of what is
happening on the ground.
c. Behavior 3: Reliably deliver.
The best leaders take personal ownership in a crisis, even though many
challenges and factors lie outside their control. They align team focus,
establish new metrics to monitor performance, and create a culture of
accountability.
i am leaders should: Stay alert to and aligned on a daily dashboard of
priorities. Leaders should succinctly document their top five priorities (on half
a page or less) and ensure that those above them are in accord. Review
performance against those items frequently — if not daily, perhaps weekly —
and make sure that leaders share this information with direct reports. Review
and update your “hit list” at the end of each day or week. Set KPIs and other
metrics to measure performance. Choose three to five metrics that matter
most for the week, and have leaders regularly report back on each. Keep
mind and body in fighting shape. To reliably deliver, leaders must maintain
their equanimity even when others are losing their heads. Establish a routine
of self-care: a healthy diet, exercise, meditation, or whatever works best for
you. Stock up on energy, emotional reserves, and coping mechanisms.
d. Behavior 4: Engage for impact.
In times of crisis, no job is more important than taking care of your team.
Effective leaders are understanding of their team’s circumstances and
distractions, but they find ways to engage and motivate, clearly and
thoroughly communicating important new goals and information. This point
deserves extra attention, because although the COVID-19 pandemic or
earthquake is, of course, a health crisis, it has sparked a financial crisis as
well. Your leaders need to reiterate new priorities frequently to ensure
continued alignment in this time of constant and stressful change.