Crisis Leadership Workshop: Planning for Unexpected Challenges
Crisis Leadership Workshop: Planning for Unexpected Challenges
OBJECTIVES
- Plan for the unexpected
- Explore your effectiveness as a crisis leader
- Utilize different types of leadership styles to achieve goals
- Improve the functioning of pre-identified emergency response teams
- Organize for High Performance in a pressured crisis setting
WHO SHOULD ATTEND?
The Crisis Management process in most organizations extends to all managers and executives who work with key business issues, this program is appropriate for a broad array of high potential and senior leaders in addition to the executive team. The workshop will also benefit those who wish to experience how to manage a crisis and improve their leadership qualities and capabilities.
COURSE OUTLINE
Day One
- Introductions
- Overview of the course
- ‘Crisis’ Management – compared to ‘Incident’ Management
- How to prepare for Crisis
- Build and sustain strong, committed crisis response teams
- Critical differences between managing and high performance leadership
- Understanding Leadership in a crisis
- Crisis, will it cause an opportunity or lead to chaos?
- Organizational culture and the unexpected challenges
- What are the known operational threats and vulnerabilities?
- Five deadly Leadership behaviors
- Six winning crisis management strategies
- Case studies – Unexpected Accidents
Day Two
- Planning, plans and solutions (with clarity on vision and values
- How to organize crisis incident command systems
- Developing the correct crisis leadership mindset – remember that the best plan won’t help if executives don’t know what to do.
- Leadership behaviors and practices – what is the impact during the crisis
- Practices of exemplary Leaders during crisis
- Assessing your capabilities for assured high performance – a series of audit/questionnaires will be scored:
- A starting point for your company’s awareness
- Assessing your company’s vulnerability
- Assessing your company’s tendency toward doubt, inquiry and assumptions
- Assessing where attention is most required
- Assessing a company’s preoccupation with failure
- Assessing a company’s reluctance to simplify
- Assessing a company’s commitment to resilience
- Case Studies – complexity, coupling and catastrophe
Day Three
- Communicating during the Crisis
- Developing an early warning mechanism/rapid response capability.
- Assessment of your corporate crisis communication arrangements
- Communicating the right messages at the right time and with the right information
- Who is your audience and what will impress them
- Developing a crisis communications structure
- Crisis media interview and presentation skills training.
- Crisis communications role play and hostile media handling.
- Consider the communication skills of high profile leaders
- Bottom line – protecting yours (and the organization’s) reputation
- Case Studies – Petrochemical Plants
Day Four
- Leadership during and after the Crisis
- Rebuild and reassure
- Review and revise
- Reflect and renew
- Restore and reinvigorate
- Can someone be a good crisis leader, but not a good manager? Which is better for a company?
- Fact – most crisis are caused by management decisions, actions or inactions!
- Case study – BP Texas City – “There was a failure by leadership to hold employees at all levels accountable for executing defined processes / procedure” BP Fatal Accident Report.
Day Five
- Role playing crisis management exercise with delegate’s presentation of outcomes
- Assessment and auditing of all crisis management procedures
- Exercising, rehearsing and testing best practice
- Immediate critique and de-briefing – how to control and maximize the benefits
- Leadership demands on implementing change after the event/exercise
- Potential psychosomatic problems for crisis leaders
- Case Studies – Transport
- Review of the Workshop
- Open Forum – time permitting