Posts Tagged ‘crisis management’

pandemic leadership

When the situation is uncertain, human instinct and basic management training can cause leaders — out of fear of taking the wrong steps and unnecessarily making people anxious — to delay action and to downplay the threat until the situation becomes clearer. But behaving in this manner means failing the coronavirus leadership test.

Harvard Business Review, 12 April 2020

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crisis management, public trust

2020 has provided a range of unwelcome challenges to every sector. Worryingly, some leaders haven’t responded as well as they could have, or in ways which have engendered public trust and confidence.

Following up the latest Edelman Trust Barometer a supplementary study, conducted in early February, “demonstrated that the national bushfire crisis sparked a dramatic decline in trust from an all-time high of 68 points in the informed public to 59 points, a 9-point drop in just three months.

“Australia’s informed public saw a severe breakdown of trust from the government in response to the bush fire catastrophes. This should have been an opportunity to unite the nation and build security, but instead, the lack of empathy, authenticity and communications crushed trust across the country,” said Michelle Hutton, Edelman CEO.

How confident are you in your abilities to respond to a crisis?

via FIA, March 2020

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covid19

There have been a number of articles written, including by our CEO, on the approaches healthcare professionals could and should adopt when making decisions about the allocation of scarce resources during crises.

All draw on key philosophical concepts to define what is just. There are a number of lenses through which to view the issues such as utlitiarianism, contractualism, egalitarianism and virtue ethics. However, there are no rules or guidelines which will provide absolute certainty in extraordinary situations. When it comes to the crunch, individuals in leadership positions and on the front line must make the best decisions they can.

All leaders must be prepared to face, at some point, unforeseen and complex challenges. While the current crisis is an extreme example, these are not the times to start thinking about your own personal ethics and convictions. Confidently making decisions at such times requires leaders to already have a strong, well developed ethical framework upon which to build their thinking. For their own benefit, and because, ultimately, the community needs to rely on the judgement of its leaders, and trust that they have our best interests at heart.

via The Atlantic and ABC, 11 & 18 March 2020

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ethical leadership in business

Communities globally are become increasingly vocal about their expectations of business and government. Businesses are responding to the growing evidence pointing to the many benefits of strong ethical leadership for businesses in terms of brand safety, reputation management, staff retention, managing compliance and growing market share.

Who wouldn’t want to be bathing in the glow of stakeholder approval, presenting sterling balance sheets to the board and presiding over a workforce of happy, motivated and loyal employees? Particularly when there are high profile examples of the fate awaiting organisations which misread or disregard public sentiment on issues which affect the lives and futures of the communities within which they operate.

So, how do you arrive at this enviable position?

February 2020

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