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Writer's pictureMarion Macleod

Crisis, what crisis!

Updated: Aug 5


So, we seem to be hurtling from one crisis to another at logarithmically faster and faster pace. Each time I think 'surely they won't repeat the same mistakes', and yet they do.


Our leaders seem so preoccupied with their own talent, wit and charisma that they can't see their own contributions in subsequent tragic outcomes.


Ego gives us the courage to challenge and progress our organisations and ourselves, but when accompanied by hubris the end is often tragic, especially when helped along with a good dose of narcissism.


Hence, the personal attributes that lead to excellence can also be the foundations for excessive poor behaviour and grandiose delusion. These are also the precursors to great falls.


Having watched crises over many years, some introspection and thoughtful preparation can ensure a safe passage through them.


Some key tips are to prepare for a crisis well in advance - when our thoughts are free from the urgency of compelling decisions.


In the cold light and without drama, we can determine those things that need immediate attention, those that can be managed in the medium term, and those that are of long term concern. We can prepare a governance decision-making framework that delegates some key decisions to those with the skills to make them, knowing that the Board and senior management have set clear guard-rails for accountability.


Then, in a crisis, we just plug in the facts and context of the crisis and out spits many of the answers we need. These are aided by the well-considered processes we can then employ - far more effectively than managing in the crisis.


The following outlines the key things that need to be prepared in advance in THE PLAN. These are then modified according to the facts and the context, recognising nothing is ever completely known, and adjustments will always have to be made. The adjustments are easier with a framework in which to manage them.


Some additional tips around Priorities and Practical steps include:...


Have a shared understanding of the potential crises for your business (scenario planning)

-Scenarios - Identify the scenarios and potential crises

-Look - at what others have done and learn from their successes and failures


• Clarify roles of Board / Management and where the decision lines are

-Information Flow - How does the Board get information?

-Communication Channels - Identify who talks to whom - consider all stakeholders

-Prioritise - What are the priorities under each of short, medium and long term plans


• Decision-making

-Process - Have a clear decision-making process to engage with

-Information - Know how to make decisions without full information - small steps

-Review - Allow the team to revisit the decision if more information is available


• Planning is vital, plans are useless - remain flexible

-Stakeholders identified - these should include anyone who touches your business

-Communications (matrix) - who, how & when stakeholders are communicated with

-Horizon thinking - Short, Medium, Long term responses identified


•Test drive your plans – make them real

-Try out each scenario - a fire will require different responses to a cyber breach

-Engage - with board, management and key staff

-Learn and adapt - continuously learn from your mistakes


•Better Boards are Better in a Crisis

-Share the accountabilities - no one person is indispensible, share responsibilities

-Trust in the process - once developed, rely on the process with minor adjustments

-Manage relationships - be clear on all relationships and manage appropriately


We can all learn and improve - good boards and management know to do this.


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