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For years crisis management has been synonymous with reactive
leadership. This stems from a belief that crisis is both
unpredictable and unexpected; but this is simply not true. Crisis
develops as an organization's values, beliefs, culture, or behavior
becomes incongruent with its operating environment. A leader, who
is "tuned-in" to the signals of impending crisis and understands
how to harness the urgency brought on by the situation, can
minimize the potential dangers and maximize the resulting
opportunities. This paper presents the "Crisis Lifecycle Model" as
a generic representation of crisis. It illustrates that crisis can
be broken into three unique phases. In the first or preparation
phase, the organization is typically mired in the comfort zone.
Here, leaders struggle when introducing any change or learning, as
the organization prefers to avoid conflict and sustain equilibrium.
However, as crisis hits, the organization is jolted into the
emergency phase, often threatening its very existence. Once the
immediate threat is eliminated, the organization enters the
adaptive phase. In this phase, the leader has the attention and
urgency to solve the underlying issue that caused the crisis in the
first place. Unfortunately, many leaders don't take advantage of
this opportunity and push the organization back toward the original
status-quo, ensuring that the crisis will return. The study of
crisis leadership is becoming increasingly important as leaders in
all walks of life face varying degrees of crisis, spawning numerous
recent books and articles. From this extensive body of work, we
found seven essential strategies that are crucial for success. They
are to: Lead from the Front, Focus on the Core Purpose, Build the
Team, Conduct Continuous Planning, Mitigate the Threat, Tell the
Story, and Profit from the Crisis.
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