Crisis Leadership : How to Lead in Times of Crisis, Emergency and Uncertainty.

Detalles Bibliográficos
Clasificación:Libro Electrónico
Autor principal: Johnson, Tim
Formato: Electrónico eBook
Idioma:Inglés
Publicado: London : Bloomsbury Publishing PLC, 2017.
Temas:
Crisis management.
Gestion de crise.
Crisis management
Acceso en línea:Texto completo
Tabla de Contenidos:
  • Title Page
  • Copyright Page
  • Dedication
  • Contents
  • Introduction
  • How I have approached this book
  • A brief note on the content
  • Acknowledgements
  • Part 1
  • 1 What is a crisis? And, what is effective crisis leadership?
  • What is a crisis?
  • What is crisis leadership?
  • Conclusion
  • 2 Giving ourselves a fighting chance of succeeding
  • Three critical preparatory activities
  • 1â#x80;#x82;Challenge your own bias towards optimism
  • 2â#x80;#x82;Create a crisis-ready culture
  • 3â#x80;#x82;Preparing the organization and leadership to respond rapidly
  • Is the crisis management framework fit for purpose?Conclusion
  • Part 2
  • 3 Commencing crisis leadership
  • Incident-driven versus issues-driven crises
  • Incident-driven crises and emotional intelligence
  • Basic neuroscience
  • Managing emotions to regain time and space
  • 1â#x80;#x82;Resist the urge to do anything immediately
  • 2â#x80;#x82;Use (predefined) structured questions for sense-making and diagnostics
  • 3â#x80;#x82;Throw a communications defence around the organization
  • 4â#x80;#x82;Move to mobilization
  • 5â#x80;#x82;Ensure leadership clarity
  • 6â#x80;#x82;Find space to think
  • Checklists: Giving them a chanceUsing time and space when managing an issues-driven crisis
  • Organizational emotional intelligence
  • Creating a burning platform
  • Conclusion
  • Lessons from the cockpit: An interview with Captain Steve Hawkins
  • 4 The challenges of making decisions and setting (early) strategy
  • PART ONE
  • The effective use of time and space
  • 1â#x80;#x82;Confidence: Itâ#x80;#x99;s different but the same
  • 2â#x80;#x82;Behaviours: Being yourself but with more skill
  • PART TWO: A DECISION-MAKING MODEL FOR CRISIS LEADERS
  • Decision-making and strategy setting
  • SenseMission
  • Expectation
  • Limitation
  • Conclusion
  • Lessons from the Old Lady of Threadneedle Street: An interview with Lord Mervyn King
  • 5 Crisis team leadership
  • Letâ#x80;#x99;s lay down some theoretical foundations for what we mean
  • The building blocks of effective teams
  • The leadership task
  • Preferential leadership style: Directive collaboration
  • Narrowing in on the first and second CMT meetings. Why?
  • Running the room
  • Followership: A team of teams
  • Conclusion: Controlled urgency underpinned by a sense of directive collaboration
  • Lessons from the battlefield: An interview with General Stanley McChrystal 6 Crisis leadership in public
  • Addressing crisis leadership in public in three parts
  • Part one: The journey to the TV studio
  • Part two: The advice a spokesperson should consider before agreeing to take the role of spokesperson
  • Part three: How crisis leaders should prepare for TV interviews
  • In conclusion
  • 7 Crisis leadership in private
  • The maturing of leadership theory
  • Managing crisis leadership in private: Seven tips from experience
  • Conclusion

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