Leading through Crises

The crisis we are experiencing is unique. Its global and systemic nature is profoundly impacting the relationships between organizations and within organizations, between people and between the units that work together. Contrary to traditional crises, which call for reinforced management and specific communication actions, the current crisis is modifying the decision-makers’ role. They are asked to deeply change the way they work: Lead time before decisions is substantially shrinking in order to seize the unique opportunities that spring up Decisions made need to be adjusted more frequently Risk analysis needs to be done on the spot: how to stay calm Daily firefighting is necessary : how to prepare for the future when dramatic short term survival issues must be addressed Entrepreneurship becomes key: how to think and act strategically and operationally simultaneously. The workers’ spirit is fragile: how to keep the teams’ unity, in a time when sacrifices are called for and people asked to leave. This workshop’s goal is to help leaders define their new role as real-time decision-makers, as people-gatherers and as guides. It contains 4 steps: Self Centring: mobilizing your intuition, protecting yourself from fear, clearly seeing what is feasible, managing paradoxical situations… Redefining your role as a leader in this time of crisis Detecting drivers to powerful communication Adapting your decision making speed to seize emerging opportunities and preparing yourself to face a rapidly changing environment. You can use the tools that you will experience during the seminar in your organization Introspection to find your own internal decision making resources Communication techniques in individual and in group settings to communicate better with ones colleagues. Group coaching techniques to find the best solutions with the support of others and of the coach. Techniques which encourage collective intelligence Systemic models for reflexions on organizations in order to act more efficiently short-term with long-term effects. Duration: 1 day + 2 half-days Participants: either all the members of an operational team or decision-makers at the same level in the hierarchy but who don’t work together on a regular basis.