The devastating impact of Hurricane Harvey on school districts along the Texas coast in 2017 required public school superintendents to provide strong, decisive leadership for their students, staff, and communities. Limited research exists on the experiences of superintendents who lead during times of crisis. The purpose of this study was to explore how superintendents understood the conditions of their leadership and decisions made before, during, and after Hurricane Harvey. Interpretative Phenomenological Analysis (IPA) was used to explore two questions: (1) how do superintendents make sense of their world and experiences during a crisis? (2) how do superintendents describe actions made in context of a crisis? Technical-adaptive leadership combined with sensemaking served as theoretical frames. Interviews and a focus group were conducted over the course of a year. Superintendents recalled their experiences chronologically, revealing leadership experiences and action that happened sequentially. Findings are separated by four distinct episodes in which superintendents enabled sensemaking and action, and featured by representative quotes and vignettes to foreground the critical issues as reported by the superintendents. The findings suggest that their experiences and action taken were situated in terms of school district vulnerability, leadership development, and networks of collaboration and advocacy.