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Resilience Increases When We Demonstrate Commitment to Our Stakeholders Before, During, and After a Crisis

Resilience Increases When We Demonstrate Commitment to Our Stakeholders Before, During, and After a Crisis
I’m hopeful that this module didn’t feel overly academic to you. I happen to believe the concept to resilience is vitally important for all high-stakes leaders to understand, particularly because it presents a very clear illustration of the intersection between crisis prevention and crisis management. As we began this module, I suggested that business leaders cannot afford to think only about how they should deal with a raging crisis once it appears. I’ve tried to make a case for the importance of identifying potential sources of crises and addressing them well before they manifest themselves into full-blown crises. To become an effective high-stakes leader, I’ve argued, it’s just as important that we understand how to prevent crises as it is to lead effectively during them.
I’ve also tried to make the case that following a crisis, stakeholders will require continued attention and reassurance as organizational processes are reviewed, and changes are made to build a better, stronger, more resilient organization in the future. One particularly effective way of engaging stakeholders following a crisis is to formally invite them to play an active role in the post-crisis change process. When you can do this, you find that your change initiatives will not only be better aligned with stakeholder interests, but they can actually serve as mechanisms to improve stakeholder relationships and brand loyalty.
I can speak for my experience as a leader at JetBlue for the better part of the decade and a half, you will be very pleasantly surprised by your stakeholders willingness to help you help them. As we bring this module to a close, I do want to share a final shout-out to Stephanie Ducheck and her work on organizational resilience. I really do believe that she provided an exceptional, useful framework for our exploration of the topic.
From crisis prevention processes and actions that leaders can take ahead of any crisis level event, to actions leaders should be taking in the midst of a crisis, to the processes and actions that leaders can take once the crisis has been largely controlled and the organization is focused on the most effective recovery possible. All three of these stages are not only essential for high-stakes leaders to keep in mind during their proactive crisis planning, but all three of these stages will provide plentiful opportunities for both individual and organizational learning. High-stakes leadership is about much more than being able to step up and lead when a crisis appears.
Yes, this is often the most visible aspect of high-stakes leadership, and it’s vitally important to our organizations that we have the knowledge, skills, and abilities to navigate this incredibly challenging environment. But high-stakes leaders must also be able to provide tangible evidence of leadership well before and well after a crisis. Because of this, we should think of resilience not simply as the ability to pick oneself up after a stumble and get back to business. No, resilience has a much broader concept. As you go forward as a high-stakes leader, I hope that you’ll find these lessons to be incredibly valuable and wonderfully practical.

Resilience Increases When We Demonstrate Commitment to Our Stakeholders Before, During, and After a Crisis

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High Stakes Leadership: Leading in Times of Crisis

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