“Survive + Thrive” by John Kotter (et al) (2019)

2021-04-09T18:54:31+00:00

John Kotter has used the undefined term “human nature” for decades now to explain why the sorts of generalizations I make about organizations and managers seem applicable anywhere: in different countries, industries, corporate cultures. The patterns he sees help explain superior or inferior organizational performance, leadership, and management cut across settings because – at some level – people are people. But until recently he had not tried to clarify what this mysterious human nature is, or how it relates to superior performance in general and, more specifically, leading complex change. With the help of inspiration from some of his colleagues (Russell [...]

“Survive + Thrive” by John Kotter (et al) (2019)2021-04-09T18:54:31+00:00

“The SIMPLER Model: How to Lead Better Through a Crisis” by Rob O’Donohue (2020)

2021-04-09T18:54:51+00:00

A crisis acutely challenges your capabilities to deal with uncertainty, manage emotions, listen to yourself and others, and make decisions in the face of complex paradoxes. O’Donohue’s article discusses why CIOs should apply the SIMPLER approach to be better equipped to not only survive, but also to thrive in times of crisis. https://www.gartner.com/en/documents/3989760/the-simpler-model-how-to-lead-better-through-a-crisis

“The SIMPLER Model: How to Lead Better Through a Crisis” by Rob O’Donohue (2020)2021-04-09T18:54:51+00:00

“The Psychology Behind Effective Crisis Leadership” by Gianpiero Petriglieri (2020)

2021-04-07T07:01:25+00:00

It is often said that a strong vision makes a good leader. But in a crisis, people don’t need a vision to inspire them–they’re already raring to act. Instead, they need what psychologists call “holding”–leaders who acknowledge their emotions and give them a sense of context and reality. Holding allows people to channel their desire to act into something purposeful, and it allows them to more fully be themselves (and thus to be more mentally healthy). People never forget how managers treated them when they were facing loss. It is leaders who hold through this crisis, the author believes, who will [...]

“The Psychology Behind Effective Crisis Leadership” by Gianpiero Petriglieri (2020)2021-04-07T07:01:25+00:00

“Leading Your Team Past the Peak of a Crisis” by Rosabeth Moss Kanter (2020)

2021-04-05T20:55:52+00:00

In the middle of a crisis, everything looks like a failure. But it’s possible to come out the other end with a strong company — and often with a plan for growth. Companies with a people-first culture can succeed by paying attention to three things: establishing clear accountability in the leadership ranks; developing a nuts-and-bolts, collaborative plan for getting through the crisis; and putting a separate group in charge of defining the “new normal,” when the worst is over. https://hbr.org/2020/04/leading-your-team-past-the-peak-of-a-crisis

“Leading Your Team Past the Peak of a Crisis” by Rosabeth Moss Kanter (2020)2021-04-05T20:55:52+00:00

“Leading Through a Crisis Made SIMPLER!” By Rob O’Donohue (2020)

2021-04-05T20:56:07+00:00

The author highlights key challenges that CIOs are facing in today’s complex, dynamic world and provides a few key strategies to make leading through a crisis simpler. https://blogs.gartner.com/rob-odonohue/how-to-make-leading-through-a-crisis-simpler/

“Leading Through a Crisis Made SIMPLER!” By Rob O’Donohue (2020)2021-04-05T20:56:07+00:00

“Leading Through Crisis” by Gaurav Gupta (2020)

2021-04-05T20:56:22+00:00

Gupta discusses the application of John Kotter’s Survive and Thrive research to the coronavirus pandemic. He provides tips on how to calm overheated survival triggers, aid executive decision making and look for opportunities in the midst of crises. https://www.kotterinc.com/leading-through-crisis/

“Leading Through Crisis” by Gaurav Gupta (2020)2021-04-05T20:56:22+00:00

“Leadership in a (Permanent) Crisis” by Ronald Heifetz, Alexander Grashow, and Marty Linsky (2009)

2021-04-05T20:56:37+00:00

The economic crisis of 2009 was not just another rough spell. Today’s mix of urgency, high stakes, and uncertainty will continue even after the recession ends. The immediate crisis—which we will get through with policy makers’ expert technical adjustments—sets the stage for a sustained, or even permanent, crisis, a relentless series of challenges no one has encountered before. Instead of hunkering down and relying on their familiar expertise to deal with the sustained crisis, people in positions of authority—whether they are CEOs or managers heading up a company initiative—must practice what the authors call adaptive leadership. They must, of course, tackle [...]

“Leadership in a (Permanent) Crisis” by Ronald Heifetz, Alexander Grashow, and Marty Linsky (2009)2021-04-05T20:56:37+00:00

Are you leading through the crisis or managing the response?” by Eric J. McNulty and Leonard Marcus, Harvard Business Review. (2020)

2021-04-05T21:38:04+00:00

Replete with both complexity and change, crises require executives to both lead and manage effectively. But more often than not, leaders tend to focus their efforts on management, rather than leadership.The most effective leaders in crises ensure that someone else is managing the present well while focusing their attention on leading beyond the crisis toward a more promising future. The authors identify four traps that most leaders fall into: 1) taking a narrow view; 2) getting seduced by managing; 3) over-centralizing the response; and 4) forgetting the human factor. https://hbr.org/2020/03/are-you-leading-through-the-crisis-or-managing-the-response?ab=hero-subleft-3

Are you leading through the crisis or managing the response?” by Eric J. McNulty and Leonard Marcus, Harvard Business Review. (2020)2021-04-05T21:38:04+00:00
Go to Top