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Summarizing Crisis Leadership

Summarizing Crisis Leadership
6.7
So, we’ve covered quite a bit in this module about crisis leadership. I hope that you found the recommendations and examples clear, useful, somewhat entertaining. And illustrative of both crisis leadership best practices. And a few you should avoid if possible. Over a very short span, you were able to learn a great deal about this topic. And should be excited about taking what you’ve learned. And incorporating your lessons into your own crisis leadership toolkit. We did spend quite a bit of time earlier in this module examining eight roles that crisis leaders should be able to assume. I hope that by the end of our exploration, you could see why these roles are useful assortment of different crisis leadership responsibilities.
49.5
There are many more than eight, of course. And you may find that there are items from the list I provided that aren’t so useful to you at this time and others that maybe. The list was supposed to serve as a starting point. It would be wonderful if you craft it a customized list of your own to use for developmental purposes. At the risk of some overexposure, here were the items on my list. Encourage a proactive crisis culture. Establish and enforce standards and processes. Prioritize and set an example. Properly assess the full range of risks. Promote open upward communication. Build relationships before the crisis. Be ready to deal with the news media. Encourage a learning environment and share experience.
97.6
We looked at every one of these items from a research perspective, from a practitioners perspective. And as they apply during the Covid-19 pandemic. I hope that you’ll continue to build on this list. And make your list truly your own. We also spent quite a bit of time in this module with the Be, Know, Do framework. And explored in great detail, how crisis leaders really are expected to be. What they need to know. And what stakeholders expect them to do during a crisis. Again, and I hope you found the items on these lists valuable. As a brief refresher, here’s a very short summary of what you had. Crisis leaders need to be visible, caring, empathetic, calm, and assertive.
146.1
Crisis leaders need to know, the organization’s vision and values. And, when making decisions during a crisis a set of guiding principles. Crisis leaders need to do these things exceptionally well. Communicate, make decisions with limited information, take responsibility, and engage stakeholders. There is so much to learn about crisis leadership. But we’ve only touched on a few areas here in this module. But if you take these lessons and spend some time with them, particularly in the context of all the other things you have learned in this course. You will find that you have built a very strong foundation of capabilities for becoming an effective high-stakes leader. These will surely not go to waste.
194.8
And as we’ve said the question isn’t if your organization will find itself in the midst of a crisis someday. The question is, when? Keep building on what you’ve learned here. And you’ll be more than ready to play an invaluable role in the response to a future crisis that your organization will undoubtedly have to face.
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High Stakes Leadership: Leading in Times of Crisis

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