leading through crisis - salzburgglobal.org · leading through crisis. outline • the context •...
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Allan Walker,Dean, Faculty of Education and Human DevelopmentEducation University of Hong Kong
Leading through crisis
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Outline
• The context• The responses• The tensions• The leader forms• Traction• Some questions
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Social Movement ‘Normal (?)’ Virus
The context
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Responding - caring, adapting & embedding
• Institutional protection (care, messaging, flexibility, support)
• Identifying disadvantage • Working on minds• Individual and collective adaptation• Reactive innovation through
individual, complaint & disadvantage• Capability matching and skills building• Trying to collect and put into a system
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The tensions
• Managing normality while managing disruption• Promoting innovation while seeking consistency
• Spreading decision while making decision• Respecting spread while navigating the top• Looking for speed while looking for sense
• Caring for staff while caring about learning• Making decisions for ‘us’ while watching for others• Looking after home while protecting at work
• Caring for people while maintaining standards
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The leader forms
• The deniers and ‘disappearers’• The and freezers• The perfectionists• The speedsters• The focused (short termers)• The foreseers• The visionaries• The focused visionaries
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Leaders with traction(Unpredicted is predictable)
• Short & future-pointed purpose• Strong values scaffold
• Simple rules and prioritization• Hindsight does not lead to foresight• Captured and collectivized innovation
• Cared, communicated & supported• Looked for what works, not the best answers• Tailored approaches to match reality
• Guided sense-making• Humility, energy, toughness
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Questions • What is the first thing I’ll do?• What needs to be rebuilt, rebooted,
or just booted?• What will you defend?• How do we challenge selfishness? • What are your immovables (line in
the sand)?• What do you lock in? Lock out?