4. Contents
• Leadership in a permanent crisis
• Economic crisis
• Sustained crisis v/s permanent crisis
• Crisis leadership
• Phases of crisis leadership
• Solutions to boost up economy
• Need of skilled crisis leaders
• Essential leadership skills required
5. Leadership in a permanent crisis
• When the economy recovers ,things won’t return
to normal and a different mode of leadership will
be required.
• -- Ronald Heifetz, Alexander Grashow,
and Marty Linsky
6. Economic crisis
• Economies cannot erect a firewall against intensifying
global competition , energy constraints, climate change
and political instability .
• An economic crisis is a sharp transition to a recession.
See for example 1994 economic crisis in Mexico,
Argentine economic crisis (1999–2002), South American
economic crisis of 2002, Economic crisis of Cameroon.
7. Example
• Consider the heart attack that strikes in the middle
of the night
1. Having recovery from the surgery ,how does the
patient prevent another attack ?
2. Having survived, how does he adapt to the
uncertainty of a new reality in order to thrive ?
8.
9. Sustained crisis or permanent crisis
• Sustained crisis are types of crisis that can
persist for months or even years. These
types of crises can result from media
rumors or speculation.
10. Permanent crisis
• Recession stands for long term may have ill effects on
each and every business.
• Amalgamation, or merging of industrial units, is made
unfavorable by the dead weight of closed-down unit.
• Wage-cutting and intensified exploitation also have their
limits.
11. Sustained crisis : crisis leadership
• crisis leadership involves high leverage skills
that are vital to corporate.
• Divided into two distinct phases :-
• 1.Emergency phase
• 2.Adaptive phase
13. Adaptive phase
When you tackle the underlying causes of the crisis
and build the capacity to thrive in a new reality
14. wait
Question arises :- work
action
Are we still waiting for things to return to normal in
our economy as well as in our organisation ?
15. Solutions to boost up economy:
FOSTER ADAPTION
EMBRACE
DISEQUILIBRIUM
GENERATE LEADERSHIP
16. Keep your hand on the thermostat
• If the heat’s too low ,
people won’t make difficult decision.
If it’s too high, they might panic.
17. Adaptive leadership is required:-
• Adaptive Leadership is a practical leadership
framework that helps individuals and organizations
adapt and thrive in challenging environments.
• It is being able, both individually and collectively, to
take on the gradual but meaningful process of
adaptation.
• It is about diagnosing the essential from the
expendable and bringing about a real challenge to the
status quo.
18. Crisis leadership is required
Crisis leadership is more about who you are than what you
know.
No learned crisis leadership skill will overcome a lack of
character, ethics or integrity.
An effective crisis leader must act deliberately, quickly,
and effectively with honesty, high moral values and
ethical standards.
19. Skills required to meet crisis
leadership responsibilities:-
components
BE BE
of
KNOW KNOW
leadership
DO DO
20.
21. The Need for Skilled Crisis Leaders
• Acute threats; natural and human-caused.
• A crisis causes dramatic systems change.
• There are differences between management and
leadership.
• A crisis will affect multiple systems; there is a need to
manage conflicting goals, values, and responsibilities
22. Essential Leadership Skill Set
• Collaborative leadership
• Systems thinking
• Creativity
• Emotional intelligence
• Risk communication
• Influence and negotiation
• Conflict management
23. Leadership’s Role in a Crisis
• Leaders set the tone by their example and conduct.
• Leaders must pay attention to the components of
influence.
• Leaders can have a significant positive impact on the
very human, emotionally charged climate.
• Leaders cannot rely only on authoritarian or fear
tactics to get results during a crisis.
24. Preparing for Crisis
• It’s never too early to prepare
• Leaders should begin with a self-assessment
• Need to conduct an organizational assessment
• Systems View
▫ Community Assessment; Intra/Inter-agency
assessment
26. Taking care of yourself
• To be optimistic and realistic.
• Find sanctuaries.
• Reach out to confidants .
• Bring more of your emotional self.
• Finally, don’t lose yourself in your role.
