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Leading in Crisis

Tools for measuring “Leading Through Crisis”

By |April 23rd, 2021|Categories: Leading in Crisis, Tools for leading in crisis|

Leadership & Management Assessment: Self-assessment tool based on John Kotter’s work on the distinct functions of leadership and management will help you identify your strengths and areas for further development in these core leadership and management domains. Leadership Styles Crisis Scenarios: Think about when and how you would use specific leadership styles, what the benefits would be, and what might be problematic about not using the style or using it incorrectly.       6 Leadership Principles to Guide you During Crisis       Communicating in a Crisis - Don’t Shut Down Communication       How to Keep [...]

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Skills Needed to “Lead Through Crisis”

By |April 23rd, 2021|Categories: Leading in Crisis, Skills, Skills for leading in crisis|

Planning for a Crisis: leaders who can effectively lead planning for a crisis possess the skills to carry out the following planning stages: Stage 1: Establishing a Crisis Team; Stage 2: Identifying the Key Risks; Stage 3: Developing the Plan; Stage 4: Plan for Full Recovery. Read: Mindtool.com Reduce the volume of threats by separating the perceived threats from the real ones. In times of crisis there may be very real threats as well as perceived threats that may not be real – most of these are related to questions around what actions leaders will take in response to the [...]

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Approaches to “Leading Through Crisis”

By |April 23rd, 2021|Categories: Approach, Leading in Crisis|

While there are no apparent formally agreed upon models for leading in crisis, there are several models and frameworks that are helpful within this context. Survive/Thrive (Kotter) Kotter describes the contrast between leading from survival using a threat seeking radar rooted in fear as opposed to leading from a paradigm of “thrive” using an opportunity seeking radar rooted in optimism. Read: Survive Thrive Leading and Managing (Kotter) Kotter highlights the differences between the core functions and processes of leadership and management. The SIMPLER Model by Rob O’Donohue (Gartner) Staying self-aware and maintaining self-control – both difficult during challenging times without [...]

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

By |March 11th, 2021|Categories: Leading in Crisis, Leading Teams|

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 [...]

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

By |March 11th, 2021|Categories: Leading in Crisis|

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        

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

By |March 11th, 2021|Categories: Leading in Crisis, Leading Teams|

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 [...]

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

By |March 11th, 2021|Categories: Leading in Crisis|

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, [...]

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