Leading after a crisis

Abstract

Purpose

Shaun O'Callaghan draws on work from book: Turnaround Leadership, which gives managers and leaders the tools they need to make decisions that will help them to lead and motivate their staff, and better communicate with customers, investors, lenders and teams.

Design/methodology/approach

Examines the steps that have to be taken in order to successfully lead in times of crisis.

Findings

In the normal course of business, a leader is constantly making and trying to deliver on a set of promises to key stakeholders. The choices of what promises to make and, critically, the delivery against those promises is the fundamental core of what a business does. In many ways, you could say that the principal role of a leader is to make, balance and deliver business promises.

Practical implication

Offers a practical guide to making decisions and managing stakeholders when business conditions become tough.

Originality/value

When things go badly wrong, it is your role, as leader, to decide what promises (if any) you make, and to which of your stakeholders. In periods of disruptive change, people crave more certainty, even when you can probably provide less. In these circumstances, it is important to consider a 360 degree view of the problem, including the perspectives of your customers, investors, lenders, employees and suppliers. What do they really need to know and want to hear? This will help you to devise, communicate and deliver a successful recovery plan and make promises that balance.

Citation

O'Callaghan, S. (2011), "Leading after a crisis", Human Resource Management International Digest, Vol. 19 No. 2, pp. 3-4. https://doi.org/10.1108/09670731111111560