Copyright The Uriah Group, Inc., 20101 se Your Head……
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Transcript of Copyright The Uriah Group, Inc., 20101 se Your Head……
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Copyright The Uriah Group, Inc., 2010 1
se Your Head……
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Crisis Leadership:A Practical Applicationto the Chaos of a Crisis
Gordon Meriwether, MBA, PMPThe Leadership Challenge Forum 2010
August 5, 2010
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“Living in a cave doesn’t make you a geologist.” HBR
No more than being a manager makes you a leader….
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Our goal today is to keep it simple…….
Simplicity wins in a crisis!Simplicity wins in a crisis!
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Teaching the Rules of the Crisis
Road1. Keep it simple….2. Make it real….3. Be seriously funny…..4. Declare victory!
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Today
• Ground Rules– There are no rules!– Cell Phones– Interactive– Follow up– Hot Wash & Takeaways
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Impacts on Leaders in Crisis
• Tension and Stress– Psychological, mental, & physical
• Speed – Warp or tedious
• Personal– Availability of the right people…making due.
• Organizational– Rigidity or flexibility
• Stakeholder variance– New players and expectations
• Communications– New channels
• Media– Exponentially more attentive and focused
• Simplicity wins in Crisis– More complexity less likely success.
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Elements ofAny Crisis
Crisis!
Oxygen(your business environment)
Fuel(Press, employees, politicians,
lawyers, regulators…etc.)
Heat(the incident)
FIRE!
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You can be a Leadership Star & Lose
Crisis Event + Human Factors – Leadership = Chaos
Crisis Event + Human Factors + Leadership = Chaos
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CrisisLeadership
Cycle
• Preventing• Preparing• Responding• Recovering
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Impacts of a Catastrophe
(Disaster/Pandemic/Man-made)
Economic
Social Health
• Financial• Employment• Immigration
• Physical• Psychological
• Cultural• Political• Communication
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Learn to Embrace Chaos
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“Katrina underscored the thin line between stability and chaos.”
- Wall Street Journal09.07.05
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Stability vs. Chaos?
• Stable Systems (Newton’s laws of motion)– Cause and effect– Possibility of long-term predictions
• Chaotic systems (weather prediction)– Minute variations introducing enormous uncertainty– You can never get an accurate measurement– Dynamic instabilities = Chaos
* Trump, University of Texas, Austin
Long-term predictions for chaotic systems are no more accurate than predictionsmade from random choice.
Long-term predictions for chaotic systems are no more accurate than predictionsmade from random choice.
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Minute Variations = Chaos1 2 3 4 5 6 7 8 9
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0.5 0.50001-1.75 -1.74999
1.0625 1.062465-0.87109 -0.87117
-1.2412 -1.24107-0.45943 -0.45975-1.78892 -1.788631.200239 1.199181-0.55943 -0.56197-1.68704 -1.684190.846107 0.836513
-1.2841 -1.30025-0.35108 -0.30936-1.87674 -1.90431.522163 1.6263490.316982 0.645011-1.89952 -1.583961.608186 0.5089310.586263 -1.74099
-1.6563 1.0310420.743315 -0.93695-1.44748 -1.122120.095207 -0.74084-1.99094 -1.451151.963825 0.1058411.856608 -1.98881.446993 1.9553170.093788 1.823263
-1.9912 1.324287
1.9649 -0.246
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Ingredient A
Ingredient C
Ingredient B
Ingredient D
Ingredient E
Ingredient F
Ingredient G
Ingredient H
CoolerShipper
Dry packaging
Cooler/Shipper Processor
ConsolidatorRepacker
PackerShipper
Ingredient I Packer Shipper
IngredientSupplier
FinishedProduct
FoodserviceDistributor
ConsumerDistribution
IndependentOutlets
Hospitals
Chain Retail DC
Retail
Restaurant
Always on the Brink…Always on the Brink…Trevor Suslow; UC-Davis
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Lessons Learned
1. Quick Response to a crisis is mandatory. 2. Continually build teams around empowered
managers. 3. Take guidance from your core values. 4. Maintain your personal balance. 5. Maintain control over the team, the crisis,
and your assets.
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The Human FactorIn a Crisis
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How do we React to a Crisis?
• Humans will react to a crisis in 4 steps with:
1. Our Instinct2. Our Emotion3. Our Head4. Our Plan
The trick is to get to step 4 as quickly as possible….but…
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When the Plan doesn’t
work……• Instinctively• Emotionally
• Use Your Head!• The Plan
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The Application: The Five Practice of Exemplary
Leadership
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What disasters awaits you….
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The 5 Practices of Exemplary Leadership
• Model the Way–Clarify Values–Set the example
• Inspire a Shared Vision–Envision the Future–Enlist others
• Challenge the Process–Search for opportunities–Experiment & take risk
• Enable Others to Act–Foster collaboration–Strengthening others
• Encourage the Heart–Recognize contributions–Celebrate accomplishments
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Model the Way
• Clarify Values by finding your voice and affirming shared ideals.
• Set the Example by aligning actions with shared values.
Wendy’s
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Inspire a Shared Vision
• Envision the future by imagining exciting and ennobling possibilities.
– “I have nothing to offer but blood, toil, tears and sweat.” Churchill
• Enlist others in a common vision by appealing to shared aspirations.
– “….let me assert my firm belief that the only thing we have to fear is fear itself…” FDR
Toyota
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Challenge the Process
• Search for opportunities by seizing the initiative and by looking outward for innovative ways to improve.
• Experiment and take risks by constantly generating small wins and learning from experience.
John Deere
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Enable Others to Act
• Foster collaboration by building trust and facilitating relationships.
• Strengthen others by increasing self-determination and developing competence.
Tylenol
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Encourage the Heart
• Recognize contributions by showing appreciation for individual excellence.
• Celebrate the values and victories by creating a spirit of community.
Mayor Rudy Giuliani
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What’sImportant?
1. Quick Response to a crisis is mandatory. (Challenge the Process)
2. Continually build teams around empowered managers. (Enable others to act)
3. Take guidance from your core values. (Model the Way, Inspire a Shared Vision)
4. Maintain your personal balance. (Encourage the Heart)
5. Maintain control over the team, the crisis, and your assets. (Enable others to Act, Encourage the Heart)
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Have all the laws of leadership been written?
30
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Lessons!• Dynamics at play
– Human nature• Fragmentation of decision-
making authority• Psychological impact of fear• Ego• Self interest
– Crisis management• Turmoil ignition and
sustainment• Risk communications• Conflict management• Conflict between personal and
community priorities– Expectations management
• Public/Media impacts• Litigation influences• Political impacts
– Community development• Procedural ignorance and
arrogance• Preparedness • Team building • Relationship development
and sustainment• Organizational dependencies• Recovery impacts and
requirements• Stovepipe vs. integrated
training
The Individual has a major impact on any and all crisis
The Individual has a major impact on any and all crisis
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se Your Head……