Crisis Leadership: Using Military Lessons, Organizational Experiences, and the Power of Influence to Lessen the Impact of Chaos on the People You Lead

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LEADING DURING CRISIS

The time for planning is over. The crisis is upon you and can be felt throughout the organization. It doesn’t matter whether or not you have developed a crisis action plan (as described in Appendix A, pages 75–80). A crisis sets its own timetable. It doesn’t wait for you to draw up a plan or to develop leadership skills. But if your organization has developed a strategy for dealing with a crisis, and you focus much of your leadership efforts on the human elements (having assessed and developed your communication and relationship skills, developed a clarity of vision that’s aligned with your personal values and the values of your organization, and worked to foster and maintain effective relationships), then you have the ...