The document discusses leadership during times of crisis. It explains that crisis leadership has two phases: the emergency phase, where the goal is to stabilize the situation, and the adaptive phase, where the underlying issues are addressed and a new reality is established. Effective crisis leadership requires changing rules, reshaping organizations, and redefining jobs. It also discusses the need for leaders to foster adaptation, generate more leadership at lower levels, and take care of their own well-being during difficult times.

1. Leadership in a (Permanent)
Crisis.
Name:Nikhat Parkar
MMS B
Roll No:62

2. “When the economy recovers, things won’t return to
normal – and a different mode of leadership will be
required”.
• BY RONALD HEIFETZ, ALEXANDER GRASHOW, AND MARTY LINSKY

3. Introduction.
 The task of leading during a sustain crisis-whether
you are the CEO of a huge company or a manager
heading up an impromptu company initiative- is
treacherous.
 Crisis leadership has two distinct phases:-
Emergency phase.
Adaptive phase.

4. Crisis leadership-
1)Emergency phase-
When your task is stabilize the situation and
buy time.
2) Adaptive phase-
When you tackle the underlying causes of the crisis
and build the capacity to thrive in a new reality.
In this process they change key rules of the
game, reshape part of the organization, and
redefine the work people do.

5. Hunker down- or press “Reset”
 The danger in current economic situation is that
people in positions of authority will hunker you down.
 They will try to solve the problem with short term
fixes.
 An organization that solely depends on its senior
manages to dealth with the challenges of risk failure.
 That risk involves wrong conclusion.
 Tightened controls.
 Drawing on familiar expertise to help their
organization weather the storm
 The whole organization is not to be changes but only
adaptability should be there in the organization.

6. Adaptive leadership
 Instead of hunkering down, they seize the
opportunity of moments like the current one to hit
the organization’s reset button.
 Uses the turbulence of the present to build on and
bring closure to the past.
 They change key rule of the game.
 Reshape parts of the organization.
 Redefine the work people do.

7. Today's leadership task
“Leadership is an improvisational and
experimental art”.
Skills required by the executives to reach their
position of comfort:-
• Analtycal • Crisp • Articulati
problem decision on of
solving. making. decision
making.

8. Foster Adaptation.
 Executives faces three competing demand in
today’s world:-
They must execute to meet today’s
challenges.
They must adapt what and how
things gets done in order to thrive
in tomorrow’s world.
They must develop “next practice”
while excelling at today’s best
practice.

9. Embrace disequilibrium
 Involve orchestrating the inevitable conflicts, chaos,
confusions etc so that disturbance is productive rather
than destructive.
 Paul levy, the CEO of Beth Israel Deaconess medical
center, in Boston tries to adapt to industry changes.
 The game requires you to create a “culture of
courageous conversation”.
 Keeping an org in a productive zone of disequilibrium
is a delicate task , you must keep your hand on the
thermostal.
 Depersonalize conflicts.
 If the heat is consistently too low, the people wont feel
the need to ask uncomfortable questions.
 If the heat is too high, the organization risk a
meltdown. People are likely to panic and quit.

10. Generate leadership
 Must use leadership to generate more leadership
deep in the organisation because “stability is a
liability, not an asset, in today’s world”.
 The future of the organization depends on the
executives at lower level.
 Mobilizing everyone to generate solutions by
increasing the information flow.
 Sharing the experience the people learn from
innovative efforts.

11. Taking care of yourself
 The work of leadership demands not only critical
adaptive responses within and surrounding your
business, but also your own thinking and
emotions.
 Appropriate displays emotions can be an effective
tool for change, especially when balanced with
poise.
 Being optimistic and realistic.

12. How GE Teaches Teams To
Lead Change.

13. Introduction.
• Leadership, Innovation, and Growth (LIG) is a 4 day program
conducted by General Electronic for it’s employee every year
initiated by Jeffery Immelt
• Aim was on expanding business and creating new one’s than
on making acquisitions
• LIG was successful because of following reasons
1. Managers were able to reach consensus on barriers to
change and how to attack them
2. Participants were encouraged to break hard as well as soft
barriers
3. Simultaneously working on long term and short term goals
were addressed

14. Need for LIG
• The growth playbook which is basically an annual report
mainly consist of past data and actions
• It no longer would help to look ahead. So there was a need
for a program where in employees get a room to project
ahead
• It basically aimed to think about organic growth and
opportunities, innovations, growth etc.
• In short the purpose of LIG was to make innovation and
growth as much of a religion at GE as six sigma had been
under Jack Welch

15. The Structure
• Speakers at the sessions were a blend of external gurus and
internal thought leaders
• Cases used at LIG are always work in progress and are about
reality
• After listening to gurus participants disperse to rooms and
critically discuss
• Around 20 hours are kept aside for the same
• 20 minutes are reserved on Day 4 for teams to present action
plan to Immelt

16. The value of team training
• LIG’s team based approach addresses shortcomings
inherent in individual focussed approach used by
traditional management education program
• LIG was radical departure for GE, because it removed
intact leadership teams from exigencies of their
businesses
• It allowed them to discuss the white space in a candid,
introspective fashion for whole 4 days

17. Barriers to change
• Reassessment of almost everything was done by the
participants
• Power Gen whose products include gas turbines, steam and
wind turbines realised that they will be soaring their profit
• But their discussions took back seat and they realised that
people are becoming carbon conscious and hence old rules
don’t apply
• Government policies and taxes may reduce their profits

18. Managing the present and the future
• Delegation of the responsibility to the subordinates
• Empower people encourage them to experiment and help
them to develop new skills
• Individuals and collective roles are important for organic
growth so they should make a note of where and how
they spend time

19. A vocabulary of change
• Planting seeds was the vocabulary adopted which
motivated people work for future fruits
• They came up with charts and boxes which made
work more creative and interesting
• One box holds the projects of incremental
innovation
• Other holds the projects which includes taking
existing technologies of company to new markets

20. Link between the articles
• First article clearly states that the leaders have to act
according to the change
• They should also take people into consideration while
adopting the change
• This alignment and protection during crises creates a
sense of comfort and attachment to the organisation
• While second article talks on the need for exploration
and innovation

21. Path Goal theory would go best with the article
Since situation demands leaders to answer the questions
raised by the people in panic situation
 Leadership style is effective on the basis of how
successfully leaders support their subordinates’
perceptions of:
• Goals that need to be achieved
• Rewards for successful performance
• Behaviors that lead to successful performance

22. Contd..
 The leader can affect the performance, satisfaction and
motivation of a group by
 Offering rewards for achievement of goals
 Clarifying path for achievement of these goals
 Removing obstacles that hinder performance

23. Leadership behaviour
• Directive: the leader gives specific guidance for
performance
• Supportive: the leader is friendly and shows concern for
subordinates
• Participative: the leader consults with the subordinates
and considers their suggestions
• Achievement oriented: the leader sets high goals and
expects his subordinates to achieve high level of
performance.

24. Self leadership
• This idea was advocated by Charles Manz and Henry
Sims.
• This process involves two fold strategy of
1. leading oneself to perform naturally motivating tasks
2. managing oneself to do work that is required but is not
naturally rewarding
• Self – leadership requires an employee to apply the
behavioral skills of self-observation, self-set goals, self-
reward, and self-criticism.

25. Super Leadership
• A super leader is someone who leads others to lead
themselves.
• Productive thinking is the corner stone of super
leadership.
• It requires practicing self-leadership oneself and
modeling it for others.
• Super leadership has the potential to free up manager’s
time, because employees are encouraged to manage
themselves.

26. Benefits of super leadership
• High team performance and flexibility
• High follower development and self-confidence
• High team creativity and innovation
• High long-term performance
• High ability of the team to work independently in
absence of leader