leading in a crisis (frameworks) · go through with what you said. that takes character. shock...
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LEADING IN A CRISISFRAMEWORKS
PAMELA RUCKER
PDPOnline
Assess, Analyze, Adapt & Adjust
Show overlapping stages
Show who should help the leader get through this
– ITASSESS
the chaosANALYZE
your situationADAPT
to the environmentADJUST
for the future
Start the process by assessing the chaos.
Step up to the spotlight and lead the crisis
Bring order to chaos as you manage the
damage
Manage your crowd’s
disequilibrium
Determine your downstream,
secondary impacts
Determine your ecosystem
impacts
Get comfortable with not knowing all the answers
Adapted from Howitt, Arnold and Leonard, Herman. Managing Crises: Responses to Large-Scale Emergencies. CQPress.
Set up a central command to help you manage the disequilibrium (absence of a steady state).
What is going on with your crowd?
Where is everyone located?
What is happening with their families and businesses?
What does everyone need?
Where have others found resources?
How can we share best practices?
How will I communicate
directly with my leadership team?
Where will my crowd go to get
information?
DETERMINE DOWNSTREAM IMPACTS THATCREATE NEW CRISES TODAY
Adapted from Howitt, Arnold and Leonard, Herman. Managing Crises: Responses to Large-Scale Emergencies. CQPress.
Infrastructureq Mobilityq Network security/BYODq Network/Internet Accessq Desktop/Laptop computersq Email/Desktop Softwareq Cloud-based solutionsq Printingq Data center / File Transfer
Front Officeq Marketingq CRMq eCommerceq Order entryq Service Managementq Distributionq Time-keeping
Back Officeq Accounting/AP/ARq Complianceq Administrationq Supply-Chain q Human Resourcesq Vendor Managementq Logisticsq Conferencing
Physical Locationsq Real-estate costsq Manufacturing facilitiesq Retail locationsq Onsite Staffq Paymentsq Inventory Mgt / Stockingq Regulatory Documents q Event Management
Societalq Healthcareq Childcareq Educationq Unemploymentq Slow/No Internetq Lost Infrastructureq Mass Transit
Does this current crisis cause a secondary crisisfor your organization?
DETERMINE THE TIMING AND IMPACT TO YOUR BUSINESS (EVERYONE IN YOUR ECOSYSTEM)
How is the uncertainty around the crisis impacting those in your ecosystem?
CUSTOMERS EMPLOYEES PARTNERS INDUSTRY
Questions to ask:1. Where do we stand right now?2. How can we pivot and adapt?3. Where are our hardest choices?4. Which choices might come across as political?5. Where do we have competing priorities?
GOVERNMENT
Adapted from Kayyem, Juliette, et al. “Leading the Local Response to the COVID-19 Event.” Bloomberg Harvard City Leadership Initiative.
List assumptions for the way you work
Identify the unthinkables that make your bad situation worse
Assess your potential downstream
damage
Find partners for your crisis
ecosystem
Analyze your situation in order to understand your current position.
Adapted from D’Souza, S and Renner, D. Not Knowing: The Art of Turning Uncertainty Into Opportunity. LID Publishing, Ltd.
List out your organization’s assumptions to keep working normally.
SOCIETY INFRASTRUCTURE FRONT OFFICE BACK OFFICE
PHYSICAL LOCATIONS EMPLOYEES CUSTOMERS PARTNERS
DAMAGE TYPE LOCATION DURATION LOST REVENUE
% LIKELY
TOTAL COST
PROTECT / PREVENT
RESPOND / RECOVER
Lose access to internet Chicago 3 days $ $ $
Lose access to phones $ $ $
Lose access to electricity $ $ $
Lose access to staff $ $ $
Lose access to supply chain $ $ $
Lose access to partners $ $ $
Lose access to payments $ $ $
Social distancing extended $ $ $
Data hacked $ $ $
List out your organization’s potential for additional damages.
People expect you to know what
you do
Typically, you face problems where
you already know the solution
Adaptive problems aren’t controlled by your expertise
Solving adaptive problems
requires a new type of behavior
Adapt to the environment in order to survive.
You need to know what and
when to communicate
A communication guideline can
help you frame your message
Manage expectations as
you use your voice
This requires a different level of thinking than you
are used to
Adapted from Heifetz, R. and Linsky, M. Leadership on the Line: Staying Alive Through the Dangers of Leading. Harvard Business Review Press.
Solving adaptive problems requires:
New experiments
New discoveries
New ways of thinking
Adjustments in the organization
Adjustments in your
customer base
Embracing a new
set of values
Everyone to internalize the change
Your crowd to absorb,
agree, and operate in the change
People will find answers in what you say, you don’t say, and in how you behave.
SITUATION
What is happening?
What is the event?
What are the key facts and circumstances?
IDENTITY
Who is it happening to? Am I part
of the group affected?
Do you know what matters
to me and others?
VALUES AT RISK
Why should we care?
What are the things we value that are
threatened by this event?
ACTION
What should people like us,
with values like ours, do in a situation like this?
Adapted from Leonard, Herman B. et al. “Crisis Communication for COVID-19.” Harvard Kennedy School Program on Crisis Leadership
Add info on who
Adapted from Leonard, Herman B. et al. “Crisis Communication for COVID-19.” Harvard Kennedy School Program on Crisis Leadership
KNOWLEDGESay what you know,
and where that knowledge comes from
YOUR ACTIONSay what you are doing;
what actions you aretaking now
OTHERS ACTIONSay what everyone in your ecosystem
should do
PERSPECTIVEGive perspective;
talk about danger; denial and reality
CRAFTING YOUR MESSAGE• Who is the message is going to? What is their frame of mind?• What are you trying to say to the audience you have chosen?• Who or what is the right source of the message?• Who is the best person to deliver the message?
Speak intentionally, repeatedly and authentically to these issues:
FRAME EVENTHow serious is it?
How long will it last?Who is impacted?
DEFINE GROUPSWho is involved?
Who’s interests are heard?Difference in subgroups?
LIST INTERESTSWhat will be affected?
How much does it matter?What should we preserve?Forced to leave behind?
BEHAVIORWhat should they do?
What should they not do?What sacrifices?
Your crowd is looking for answers, and they will find them whether you provide them or not.
Adapted from Leonard, Herman B. et al. “Crisis Communication for COVID-19.” Harvard Kennedy School Program on Crisis Leadership
Develop situational awareness
Create an adaptive culture
Lead adaptive work
Lead the way back from crisis
Adjust for a future full of new norms.
Recalibrate your strategy
Unlearn your old behavior
Use your head, heart and guts
Do the unthinkable
CREATE AN ADAPTIVE CULTURE
Adapted from Heifetz, R. et al. The Practice of Adaptive Leadership: Tools and Tactics for Changing Your Organization and World. Harvard Business Press.
The environment and the effects of this global crisis will not go away any time soon.
Name the elephants in the room
Share responsibility for the future
Allow people to use their
independent judgment
Develop your
leadership capacity
Give time for reflection
and continuous learning
Use all the gifts, capabilities,
and abilities in your organization
Create an environment of accelerated
innovation
DETERMINE WHERE YOU NEED TO RECALIBRATE YOUR STRATEGY
Adapted from Rifken, Glenn. The Art of Hypercompetition. Strategy+Business
Many are feeling pain from social distancing because the virus did what your competitor wanted to do. It made your advantage obsolete. Ask yourself:
Do we need a more global
mindset?
Do we need a more innovative
mindset?
Do we need a more virtual
mindset?
Do we need a more collaborative
mindset?
How do I need to change my targets for this year and next?
How does this situation give me
temporary advantage?
How does this situation give my
competitor advantage?
What can we commit
to doing about this right now?
DETERMINE WHERE YOU WILL BE FORCED TO UNLEARN YOUR OLD BEHAVIOR
Adapted from Rhinesmith, Stephen et al. Leading in Times of Crisis: Navigating Through Complexity, Diversity, and Uncertainty to Save Your Business. Jossey-Bass.
Some leaders are hoping things will get better once the crisis is over, but hope is not a strategy. It’s dangerous for you to do nothing. This happens when:
You are in a state of denial
You don’t know what to do
You don’t have the proper resources
You might be stuck in the middle
You haven’t built the right relationships
You won’t accept
responsibility
You need to unlearn all those behaviors so you can lead your organization out of the biggest global crisis this modern world has ever seen.
DETERMINE WHERE YOU WILL BE FORCED TO UNLEARN YOUR OLD BEHAVIOR
Unlearning that behavior means you must use your head, heart and guts.
USE YOUR GUTSto deal with bad news.
Don't avoid it.That takes courage.
USE YOUR HEADto come up with
a fresh point of view. That takes vision.
USE YOUR HEARTto get your team on
board with the vision.That takes connection.
USE YOUR HEADto prepare
for the unexpected.That takes anticipation.
USE YOUR HEADto recognize this
is not one-time deal.That takes nerve.
USE YOUR GUTSto pull the trigger. Go through with what you said.
That takes character.
Shock everyone! Instead of letting the unthinkable happen to you, you now have to do the unthinkable.
Adapted from Rhinesmith, Stephen et al. Leading in Times of Crisis: Navigating Through Complexity, Diversity, and Uncertainty to Save Your Business. Jossey-Bass.
EXAMPLE: 90-DAY CRISIS LEADERSHIP PROCESS
STAGE 1Assess
the Chaos
Manage the DisequilibriumDownstream ImpactsEcosystem Impacts
STAGE 2Analyze
Your Situation
Assumptions for the Way You WorkList of unthinkablesDownstream DamagePartners for Ecosystem
STAGE 3Adapt
to the Environment
Adaptive ProblemsCrisis CommunicationsManage expectations
STAGE 4Adjust
for the Future
Create an Adaptive CultureRecalibrate Your Strategy Unlearn Your Old Behavior
Crisis Communications Framework
STAGE 1: Day 1 - 14
STAGE 2: Day 1 - 30
STAGE 3: Day 1 - 60
STAGE 4: Day 45 - 90
Crisis Leadership Framework
CALL TO ACTION: WHAT WILL YOU START STOP AND CONTINUE DOING?
START STOP CONTINUE
STAGE 1Assess
the Chaos
q Manage the Disequilibriumq Downstream Impactsq Ecosystem Impacts
STAGE 2Analyze
Your Situation
q Assumptions for the Way You Workq List of unthinkablesq Downstream Damageq Partners for Crisis Ecosystem
STAGE 3Adapt
to the Environment
q Adaptive Problemsq Crisis Communicationsq Manage expectations
STAGE 4Adjust
for the Future
q Create an Adaptive Cultureq Recalibrate Your Strategyq Unlearn Your Old Behavior
Crisis Leadership Framework
Crisis Communications Framework
STAGE 1: Day _____ - _____
STAGE 2: Day _____ - _____
STAGE 3: Day _____ - _____
STAGE 4: Day _____ - _____
LEADING IN A CRISIS90-DAY PLAN
PAMELA RUCKER
PDPOnline
STAGE 1Assess
the Chaos
Manage the DisequilibriumDownstream ImpactsEcosystem Impacts
STAGE 2Analyze
Your Situation
Assumptions for the Way You WorkList of unthinkablesDownstream DamagePartners for Ecosystem
STAGE 3Adapt
to the Environment
Adaptive ProblemsCrisis CommunicationsManage expectations
STAGE 4Adjust
for the Future
Create an Adaptive CultureRecalibrate Your Strategy Unlearn Your Old Behavior
Crisis Communications Framework
STAGE 1: Day 1 - 14
STAGE 2: Day 1 - 30
STAGE 3: Day 1 - 60
STAGE 4: Day 45 - 90
Crisis Leadership Framework
START YOUR 90-DAY PLAN
STAGE 1Assess
the Chaos
q Manage the Disequilibriumq Downstream Impactsq Ecosystem Impacts
STAGE 2Analyze
Your Situation
q Assumptions for the Way You Workq List of unthinkablesq Downstream Damageq Partners for Crisis Ecosystem
STAGE 3Adapt
to the Environment
q Adaptive Problemsq Crisis Communicationsq Manage expectations
STAGE 4Adjust
for the Future
q Create an Adaptive Cultureq Recalibrate Your Strategyq Unlearn Your Old Behavior
Crisis Leadership Framework
Crisis Communications Framework
STAGE 1: Day _____ - _____
STAGE 2: Day _____ - _____
STAGE 3: Day _____ - _____
STAGE 4: Day _____ - _____
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