This module (Chapter 3) includes how leaders handle crisis situations. Identify a practical, realistic response to one of the “crisis” situations below. You must create a communication plan describing how you will respond to the crisis and lead all relevant parties to your scenario including (if applicable) the president of the University, Board of Trustees, student groups and local government about ideas to help students respond, adjust and function after a major tragedy. 1. A plane has crashed coming from Shreveport to Vicksburg. 105 people died-75 were ULM students freshmen, sophomores, juniors, seniors, student athletes, fraternity and sorority members, SGA members, grad students and professors. 2. A tornado has come through Monroe and severe damage has occurred on campus. Bayou Village Apartments (residence hall) is completely destroyed (no students were injured), the SUB is not able to be used, and the Activity Center is completely damaged. 3. You have been given grant money to devise a plan to deal with a major flood in the city of Monroe. Many local residents were affected – children, parents, teachers, local business persons, etc. They are in need of money, food, clothing, health care, housing, etc. Choose 1 of those 3 scenarios and create a communication/response plan. The format is up to you and review the PPT, and please think through all of the stakeholders that would need to be involved.
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Chapter 3
ADAPTIVE LEADERSHIP AND TIME MANAGEMENT
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Class Activity
? On one side of a sheet of paper write 5
personal life goals
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Adaptive Leadership
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“Exercising leadership is the art of mobilizing a group of people to
do adaptive work for the greater good.”
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Leadership is an activity, and action based choice.
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Adaptive challenges require learning what the actual problem is
and learning to come to a solution for that unique problem.
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“Solutions to adaptive challenges reside not in the executive suite
but in the collective intelligence of employees at all levels”
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Adaptive Leadership
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The surgeon can fix your son’s broken arm, but she cannot
prevent your son from rollerblading without elbow pads.
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The dietitian can recommend a weight-loss program, but she
cannot curb your love for chocolate chip cookies.
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I can teach you about leadership, but I cannot make you lead.
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Adaptive Leadership solutions require people to change their
ways.
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Adaptive Challenges
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A Cycle of Failure: we have tried to “fix” the problem before, and it
didn’t work. Bought a new computer system, implemented a new
technical process, hired more staff, fired someone etc. Temporary
fix, or “fixed” the symptom, not the problem.
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Dependence on Authority: humans look to authority to solve
problems or for guidance. This doesn’t work for adaptive
challenges.
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I tell you how to “lead” versus you develop your own leadership styles.
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Adaptive change
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Adaptive change- requires fundamental changes of behavior, value and/or
belief systems
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Not just a minor adjustment, business as usual is no longer okay.
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“We cannot solve our problems with the same thinking we used when we
created them” Albert Einstein
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Ask yourself:
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Does solution require operating in a different way than you do now?
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Does the problem and the solution require learning?
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Does the solution require shifting the authority and responsibility to the people
who are actually affected?
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Does the solution require some sacrifice of your past ways of working or living?
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Does the solution require experimenting before you are sure of the answer?
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Will the solution take a long time?
If “Yes”, your problem is and adaptive challenge rather than a technical
challenge
Addressing Adaptive
Challenges
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Step 1: Observe
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Stand on the balcony and look over
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Listen to the song beneath the words
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Don’t jump to conclusions or rush, take in all information necessary
Step 2: Diagnosis
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What is wrong? What is the actual problem, not the symptom. Both
human aspects and process aspects. Ask Why until you get to the root
of the problem
Step 3: Mobilizing the system
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Explaining that diagnosis to the group, inspiring them to want to change
not go in default mode
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What view do you need?
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Stewart’s Descriptive Model
Core Components
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Demands-required duties and responsibilities. Includes deadlines,
procedures, attendance or participation in certain events or
activities. Can come from superior, subordinates or customers.
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Constraints- limits to what the manager can do. Can come from the
law, internal rules or regulations, availability of resources (or lack
thereof)
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Choices- What the manager may do but is not required to do. The
ability to customize your decisions and approach
Guidelines for Adaptive
Leadership
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Situational understanding- some problems are “contigent” upon
other situations or issues.
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Flexibility- understand you can’t always use the same approach
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What works in some situations do not always work in others
Planning- for long, time intensive issues or changes, plan ahead.
Have a goal for the project and a budget
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Identify list of necessary activities
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Determine the optimal sequence
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Estimate when each activity should begin and end
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Determine who should be responsible for each activity
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Identify the resources needed to carry out activities (time, people, money)
Guidelines for Adaptive
Leadership
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Consulting- use participative leadership, include others with
the expertise or knowledge, delegate
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Provide direction- coordinate activities if interrelated or
dependent on another
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Monitor- keep an eye on the slacker or the big/little alligators
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Coaching- give the new guy some encouragement or support
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Crisis
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Crisis- a time of intense difficulty, trouble or danger, a time when a
difficult or important decision must be made
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Your reaction is the most critical
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Take a moment to figure out what is going on
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Act promptly, not hurriedly
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Manage expectations- people want solution immediately, communicate
progress
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Demonstrate control- you aren’t controlling the crisis, you are controlling
the response
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Keep loose- don’t lose composure, but also don’t be afraid to change the
course if something isn’t working or a new wrinkle appears
The team leader in a mountaineering expedition often stays at base
camp rather than hiking to the summit, so he/she can redirect group
members with a full perspective rather than a limited view of
conditions
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Guidelines for Managing Crises
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Anticipate problems- have a plan
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Failing to plan is like planning to fail.
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If crisis is unavoidable, have a contingency plan
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Recognize warnings- who is responsible for hitting the button? When do
we go into “contingency” mode?
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Identify problem- gather information until you know the full extent of the
problem
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Direct decisively- provide clear and confident direction, allow
suggestions but make decisions firmly
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Communicate- social media can be a nightmare!
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https://blog.spinweb.net/3-great-examples-of-crisis-management-onsocial-media
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https://stevefarnsworth.wordpress.com/2009/12/14/searskilledmydogcom-anatomy-social-media-nightmare-averted-%E2%80%93-a-casestudy/
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Class Assignment (cont)
? Turn over your piece of paper and
write 10 things you did yesterday.
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Guidelines for Managing Time
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Understand demand and constraint causes- Who wants or need what,
when and how?
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Expand range of choices- thinking outside of the box, creative
approaches
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Determine what is to be accomplished- clear objectives
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Analyze your time use- break down by reactive activities or planned
activities and who controlled the activity. Note time wasters!
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Plan daily and weekly activities- Prioritize! Calendars!
Efficiency results in productivity.
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Guidelines for Managing Time
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Avoid unnecessary activities- No concrete result, time wasters
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Conquer procrastination-
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Take advantage of reactive activities
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Look for connections among problems- kill two birds with one stone
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Reflection
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How much progress did your activities from yesterday assist
you in meeting your life goals?
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Did you use your TIME yesterday or today in the best way
possible?
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Activities- Prioritize