Coming Down the Mountain: Coming Out Of This Crisis Stronger
Breakthrough technology, uncertainty and the unprecedented and ever-increasing speed of change demand an organisation that is a fit for the challenges of the 21st century. We are describing not just a better, but a very different kind of way to operate. An organisation built to change; one where disruption, agility and speed of learning dominate the leadership conversation.
Which brings us to the COVID-19 crisis. A crisis has three stages. Stage one: acceptance. Stage two: survival. Stage three: growth. And the winners will be? Those who come out of this crisis stronger.
Amid the veritable avalanche of "me too" advice on how to get through this crisis it is easy to overlook two central questions:
"How will your business come out of this stronger?"
"As a leader, how will you personally come out of this stronger?"
"Part One: Coming Down the Mountain" looks at how to come out of this crisis stronger:
The Three Stages of Crisis
Letting Go of Our Past
Following a Script From a Different Century
The New Normal
Coming Down the Mountain
Why Culture Matters
Appendix one: 3 X 3: Crisis, Culture and Change
Mindset Assessment: Will You come Out of This Crisis Stronger?
"Leadership: Moving Beyond The Crisis" is a complementary book series, specifically aimed at enhancing how leaders respond to times of crisis.
The books cover concepts such as how to come out of this crisis stronger, culture, leadership agility and learning, what makes great teams. Also included are essential skills to enable us to start having conversations about moving forward while taking appropriate actions.
"The Future of Jobs report maps the jobs and skills of the future, tracking the pace of change. It aims to shed light on the pandemic-related disruptions in 2020, contextualized within a longer history of economic cycles and the expected outlook for technology adoption, jobs and skills in the next five years."
"It's important to take lessons out of this rather quickly. So, what can you learn out of this crisis? What can you do? How can you shape your solution? How can you shape your services? How can you shape the sale of your product? This is pretty much something that every single industry or every single client has to think about." - Ullrich Ackermann, Chair of the Board at TRANSEARCH.
Ullrich shares his views on dealing with the ever-evolving status of organisational life, with the AESC.
Leadership is fickle. As you climb the corporate ladder your role changes. When you lead a department you are expected to give orders. People look for leadership. When you lead a division you are expected to empower middle management. People look for guidance. When you become the CEO of a company you become a servant leader. People look for inspiration. Reaching the pinnacle role of a CEO is every graduate's dream, but when you finally arrive you have too much to do, with too little time and too little information. Moreover, you become a public figure and vulnerable to critique. Not everybody wears the armor to withstand such forces.
The findings of Harvard Business Review published in 2004 still seem relevant in 2020. Here are 7 surprises that new CEOs discovered when entering office:
You can't run the company
Giving orders is very costly
It is hard to know what is really going on
You are always sending a message
You are not the boss
Pleasing shareholders is not the goal
You are still only human
Published by Michael E. Porter, Jay W. Lorsch and Nitin Nohria From the October 2004 Issue
Summary by Geo Wehry, Senior Partner at TRANSEARCH, originally published on LinkedIn here.
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