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Leadership During Crisis
Navigating Complexity and Uncertainty
1. INTRODUCTION
• leadership fundamentally
influenced outcomes
• Collaboration of CDM and FHLF
of the GSPIA
• common behaviors across three
dimensions—
• how leaders assume and
demonstrate responsibility in a
crisis,
• how they make decisions and
collaborate with others in
uncertainty how they cope with
substantial stress.
• October 8, 2017 fires in Northern
California.
• Many unofficial leaders emerged
to help their communities
• Create both challenge and
opportunity for leaders
• Crises require leaders to -
• demonstrate confidence
• maintain vision for others
2. ASSUMPTION AND DEMONSTRATION OF
RESPONSIBILITY
2. Challenges our traditional
understanding of who leads
during crisis-
• observance of emergent
behavior
• takes both official and
emergent forms
• Leadership is the ability to
influence and facilitate others
towards common goals
• Regarding leading in crisis, this
evolution has two important
implications-
1. Challenges the notion-
• Crisis can be managed through
command‐and‐control strategies
alone
• Systems we depend upon are
increasingly complex
• Cannot predict or control the crisis
CRISIS SITUATIONS
• Assume and Demonstrate Responsibility
• Take public responsibility
• Facilitate shared goals and define outcomes across diverse stakeholders
• Build adaptive strategies that evolve with the crisis
• Balance Expertise and Intuition to Act Decisively under Uncertainty
• Articulate principles to balance expertise
• Possess a bias for action
• Build Resilience to Cope with Prolonged High‐Stress Situations
• Acknowledge the extent of the crisis and focus on the next best decision
• Build relationships and rely upon peers to share the burden together
4. FACILITATING SHARED GOALS
• The uncertainty may or may not have planned in advance for the conditions they
face.
• Leaders must facilitate a shared vision for what is desired throughout and following
the crisis.
• A crisis of any nature requires diverse organizations and individuals to collaborate
effectively and quickly.
• Setting an expectation unifies us politically and operationally, and allows us to
communicate during uncertain times
5. ADAPTING STRATEGIES AND ALIGNING RESOURCES
• Crisis could be cope up by regularly revisiting and adapting the strategies they undertake to achieve
desired outcomes
• leaders must constantly revisit whether the strategies they have articulated are still relevant
• Make tough decisions about how to allocate limited resources against these strategies
6. DECISION-MAKING AND COLLABORATION IN UNCERTAINTY
• Leaders must understand that the information available to them may not be entirely accurate or
complete in the early stages of crisis
• They should analyze with experience‐driven intuition and act decisively when urgency calls for it
7. BALANCING EXPERTISE, ANALYSIS AND INTUITION
• Daily counsel from federal prosecutors and law enforcement officials
• Expertise was instrumental in managing a campus
8. APPRECIATING URGENCY AND ACTING DECISIVELY
• Readiness or even bias for action.
• Early‐on decisions are very important for the long‐term
9. ACCEPTING THE CHALLENGE AND GROUNDING IN VALUES
• The risks faced by the leaders are complex in nature.
• Local leaders are accepting the significant infrastructure and funding challenges
facing them, and are grounding their short and long-term decisions to manage
risks.
10. CONCLUSION: LEARNING FROM CRISIS
• Leaders share common habit i.e. learning from crisis.
• Every leader is likely to face crisis, they cannot fully predict all crisis, they can
behaviors that can best support in coping it effectively and leading community to
best possible outcomes.
• Learning from other in crisis is a starting place.
Thank You

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Leadership during crisis

  • 1. Leadership During Crisis Navigating Complexity and Uncertainty
  • 2. 1. INTRODUCTION • leadership fundamentally influenced outcomes • Collaboration of CDM and FHLF of the GSPIA • common behaviors across three dimensions— • how leaders assume and demonstrate responsibility in a crisis, • how they make decisions and collaborate with others in uncertainty how they cope with substantial stress. • October 8, 2017 fires in Northern California. • Many unofficial leaders emerged to help their communities • Create both challenge and opportunity for leaders • Crises require leaders to - • demonstrate confidence • maintain vision for others
  • 3. 2. ASSUMPTION AND DEMONSTRATION OF RESPONSIBILITY 2. Challenges our traditional understanding of who leads during crisis- • observance of emergent behavior • takes both official and emergent forms • Leadership is the ability to influence and facilitate others towards common goals • Regarding leading in crisis, this evolution has two important implications- 1. Challenges the notion- • Crisis can be managed through command‐and‐control strategies alone • Systems we depend upon are increasingly complex • Cannot predict or control the crisis
  • 4. CRISIS SITUATIONS • Assume and Demonstrate Responsibility • Take public responsibility • Facilitate shared goals and define outcomes across diverse stakeholders • Build adaptive strategies that evolve with the crisis • Balance Expertise and Intuition to Act Decisively under Uncertainty • Articulate principles to balance expertise • Possess a bias for action • Build Resilience to Cope with Prolonged High‐Stress Situations • Acknowledge the extent of the crisis and focus on the next best decision • Build relationships and rely upon peers to share the burden together
  • 5. 4. FACILITATING SHARED GOALS • The uncertainty may or may not have planned in advance for the conditions they face. • Leaders must facilitate a shared vision for what is desired throughout and following the crisis. • A crisis of any nature requires diverse organizations and individuals to collaborate effectively and quickly. • Setting an expectation unifies us politically and operationally, and allows us to communicate during uncertain times
  • 6. 5. ADAPTING STRATEGIES AND ALIGNING RESOURCES • Crisis could be cope up by regularly revisiting and adapting the strategies they undertake to achieve desired outcomes • leaders must constantly revisit whether the strategies they have articulated are still relevant • Make tough decisions about how to allocate limited resources against these strategies 6. DECISION-MAKING AND COLLABORATION IN UNCERTAINTY • Leaders must understand that the information available to them may not be entirely accurate or complete in the early stages of crisis • They should analyze with experience‐driven intuition and act decisively when urgency calls for it
  • 7. 7. BALANCING EXPERTISE, ANALYSIS AND INTUITION • Daily counsel from federal prosecutors and law enforcement officials • Expertise was instrumental in managing a campus 8. APPRECIATING URGENCY AND ACTING DECISIVELY • Readiness or even bias for action. • Early‐on decisions are very important for the long‐term
  • 8. 9. ACCEPTING THE CHALLENGE AND GROUNDING IN VALUES • The risks faced by the leaders are complex in nature. • Local leaders are accepting the significant infrastructure and funding challenges facing them, and are grounding their short and long-term decisions to manage risks. 10. CONCLUSION: LEARNING FROM CRISIS • Leaders share common habit i.e. learning from crisis. • Every leader is likely to face crisis, they cannot fully predict all crisis, they can behaviors that can best support in coping it effectively and leading community to best possible outcomes. • Learning from other in crisis is a starting place.