Management and leadership in crisis management.pptx

Security Management

1. MANAGEMENT AND LEADERSHIP IN CRISIS MANAGEMENT Earl Horne MSc, BSc(Hons)

2. CRISIS MANAGEMENT Whether it’s natural disasters, political uprisings or employee misconduct, organizations will encounter crises. Crises can affect a company’s profits and reputation. Implementing crisis leadership allows organizations to maintain public trust and properly manage future incidents.

3. WHAT IS A CRISIS? A crisis is an event that interrupts an organization’s normal operations. Depending on the severity of the event, it can lead to losses or impact a company's reputation. A specific, unexpected, and non-routine event or series of events that create high levels of uncertainty and threat or perceived threat to an organization’s high priority goals.

4. WHAT IS A CRISIS? A crisis is change, either sudden or evolving, that results in an urgent problem that must be addressed immediately. For a business, a crisis is anything with the potential to cause sudden and serious damage to its employees, reputation, or bottom line.

5. LEADERSHIP IN CRISIS During a crisis, leaders must relinquish the top-down. In a crisis the company should rely on its command-and-control structure to manage operations. However, crisis are characterized by uncertainty, so leaders face problems that are unfamiliar and poorly understood.

6. LEADERSHIP IN CRISIS O rganization’s executives cannot collect information or make decisions quickly enough to respond effectively during a crisis. They can better mobilize their organizations by setting clear priorities for the response and empowering others. L eaders should organize a network of teams to promote rapid problem solving during high-stress and chaotic conditions.

7. LEADERSHIP IN CRISIS F ew companies actually experience in implementing network teams. A network of teams consists of a highly adaptable assembly of groups, which are united by a common purpose and work together. C risis leaders are not needed simply to guide organizations out of crises.

8. LEADERSHIP IN CRISIS The roles and responsibilities of business leaders have dramatically changed. Their main focus was innovation, revenue, and gaining market share. However, many of those same leaders must make rapid decisions about controlling costs, maintaining liquidity, supply chain issues and team shortages.

9. WHAT IS CRISIS LEADERSHIP? T he process of responding to an organization's challenges and preventing them from occurring in the future. Most crisis leaders emphasize the needs of their employees and customers by providing emotional support. T hey might acknowledge their concerns and maintain clear communication throughout the crisis. This leadership style also focus on the long-term implications of challenging events.

10. CRISIS LEADERSHIP VS. CRISIS MANAGEMENT Crisis leadership and crisis management are both important during challenging times. Organizations should implement both approaches at the appropriate times. The main distinction between crisis leadership focuses on the organization's long-term strategy By preserving a company's values and prioritizing the needs of customers and employees, crisis leaders can ensure positive public perception .

11. CRISIS LEADERSHIP VS. CRISIS MANAGEMENT Crisis management is more of a reactive approach to maintain the organization's normal operations. During natural disasters organisation can implement crisis management. The actions taken could involve ration of the company's inventory and adjusting procedures to ensure efficiency. Those procedures offer stability during challenging times and help maintain high morale.

12. CRISIS LEADERSHIP VS. CRISIS MANAGEMENT CRISIS LEADERSHIP Long term view. Proactive. Plan for many different crises. Communicate to stakeholders the wide range of potential crisis. Involve others in the plan and the response. CRISIS MANAGEMENT Short term view. Reactive. One plan for all crises. Communicate the “response plan.” Drive the response when the time comes.

13. COMPONENTS OF EFFECTIVE CRISIS LEADERSHIP Early recognition. Bounded optimism. Transparent communication. Establishment of priorities. Willingness to seek additional support. Adaptability.

14. EARLY RECOGNITION Crises that progress gradually can be challenging to recognize before they negatively impact the organization. Even rapidly developing crises may not be recognized until later. Leaders can implement an effective leadership style by practicing early recognition. R esearch world events that could impact the organization and be aware of customer attitudes and trends.

15. BOUNDED OPTIMISM H aving a positive attitude while acknowledging the severity of a crisis. L eaders comfort employees and customers while remaining sensitive to how the event affects their lives. For example a crisis leader would issue in response to a natural disaster affected an organisation or community. The statement might express condolences for families while proclaiming that the leader is confident about their ability to persevere.

16. TRANSPARENT COMMUNICATION T ransparent communication can reassure customers and employees while protecting the organization’s reputation. Begin communication plans by publicly acknowledging the crisis. The impact of the crisis on the organisation should be recognised. The ability to overcome its challenges must be emphasize. Be honest about the unknown. Do more research to ensure that the responses are meticulous and well-informed.

17. TRANSPARENT COMMUNICATION Provide regular updates. Discuss the adjustments made during the crisis and their results. Sharing progress holds the organization accountable and encourages leaders to adjust response plans when necessary. When providing updates, try to use channels that are accessible to the target audience even during a crisis.

18. ESTABLISHMENT OF PRIORITIES When making decisions as a crisis leader, consider your organization's priorities. Most leaders prioritize safety first, ensuring every decision protects human life. S econdary priorities may be to maintain their organization's beliefs. After ensuring it’s safe to do so, an organization can implement new measures to uphold its core values.

19. WILLINGNESS TO SEEK ADDITIONAL SUPPORT Leaders s eeking additional support during a crisis is often beneficial. They can contact industry experts for advice on managing the situation and delegate responsibilities to other stakeholders. Customer and employee feedback can be incorporated into the response plan. Acknowledging various ideas demonstrates that the organization respects public input and gives people a sense of purpose during challenging times.

20. ADAPTABILITY Good crisis leaders has to be adaptable. This allows leaders to revise their response plans as the situation develops. Adaptability also allows leaders to analyse the effectiveness of their current approach and make the necessary adjustments to prepare for future crises.

21. THE END Questions? Comments?