HBR IdeaCast Managing Crises in the Short and Long Term
12 snips
Apr 14, 2020 Eric McNulty, associate director of Harvard’s National Preparedness Leadership Initiative and co-author of “You’re It,” discusses crucial crisis management lessons. He highlights how leaders can avoid common pitfalls, emphasizing the benefits of empowering teams rather than micromanaging. McNulty explains that companies prioritizing people over profits tend to navigate crises more effectively. He also addresses the importance of compassion in leadership and long-term planning, illustrating these points with examples from past disasters and the ongoing pandemic.
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Crisis Disruption
- Crises cause cognitive, psychological, and emotional disruption in people and organizations.
- The COVID-19 pandemic's scope and scale are unprecedented, affecting nearly everyone globally.
Managing Crisis Teams
- Implement rotating shifts and clear roles for crisis management teams to combat fatigue.
- Maintain consistent team dynamics and communication styles for smooth transitions.
Avoid Over-Centralization
- Avoid over-centralizing decision-making during crises; it creates bottlenecks and stifles initiative.
- Foster collaboration and swarm leadership where teams work in sync, coordinating and communicating effectively.
