Crisis Leadership

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Steer your team through a crisis

December 4, 2017

Leaders step up in a crisis. Their calm, sturdy attitude boosts everyone’s spirits as they lurch toward a solution. To maintain grace under pressure, start by framing the situation clearly. Explain the crisis to employees in simple terms.

When thrust into power, seek support

October 10, 2017
“I became a stronger leader by having experienced tragedy. You grieve, you provide reassurance to your team and you get through it.”

In over your head? Admit it

October 9, 2017
Soon after Philip Krim co-founded his company, Casper, success turned to stress. But rather than panic, he’s engaging in open, honest communication with his 300 employees—and the public.

Defeating that moment of dire stress

August 29, 2017
Chesley “Sully” Sullenberger gained fame by remaining calm under extreme duress. Reflecting on his childhood, Sully credits his father for it.

Get past mishaps with updates

May 3, 2017
Dan O’Sullivan was riding the subway in Boston when the train suddenly stopped. At first, his annoyance spiked. Then he was impressed.

The psychology of the Oscars disaster

April 25, 2017
Catastrophic failures aren’t usually caused by one or two big mess-ups but by a series of cascading errors. So it was at this year’s Academy Awards, where a number of factors contributed to the wrong movie being announced as Best Picture.

When Nike notched a key save

December 22, 2016
In 1972, Phil Knight’s entire career boiled down to his performance at a Chicago trade fair.

Hit with bad news? Stay calm

November 2, 2016
Stephen Knopik knew that the one thing his boss hated more than anything else is defaulting on a bank loan. But one day, he had to break the news that the company was in hock to a bank.

The fastest of turnarounds

October 26, 2016
You’ve been trying to keep up with new orders and even add capacity. Then your boss gets word that you’re losing your biggest customer.

Stay a step ahead in bad times

August 28, 2016

You cannot lead an anxious workforce by making them even more worried. If you warn employees about the possibility of a recession or discuss other doomsday scenarios, you risk driving them to despair. On the other hand, relentless cheerleading amid shrinking profits won’t enhance your credibility and will have limited impact if people sense more pain in the near term.

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