Modules 1 & 2: Course Introduction and Our VUCA Environment Demands a Focus on Stakeholders-Module 1: In Our Increasingly VUCA Business Environment, Major Disruptions Will Happen
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Welcome to High Stakes Leadership: Leading in Times of Crisis
Faculty Introduction
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The VUCA Environment
COVID-19 and Implications in this Course
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Deepwater Horizon: Setting the Stage
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Crisis Definition and Expectation Management
Perspective Matters and Informs Our Priorities!
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Case Examples Where Perspective Matters
Crisis Happens! It’s Not “if” but “when”
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Course Organization, Objectives, Outcomes
Module 1 Summary
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Course Syllabus
Modules 1 & 2: Course Introduction and Our VUCA Environment Demands a Focus on Stakeholders-Module 2: Crisis Leadership Demands a Focus on Stakeholders
Module 2 Introduction. Who Are Your Stakeholders?
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Organizational Stakeholders and Value Propositions
Crisis Threatens Stakeholder Value Propositions
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Introducing JetBlue Airways’ Valentine’s Day Operational Crisis
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JetBlue’s Attempt to Serve Stakeholder Interests Ahead of a Winter Storm
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JetBlue’s Attempt to Serve Stakeholder Interests During a Winter Storm: Introduction
JetBlue and the Customer Perspective
JetBlue and the Crewmember (a.k.a. Employee) Perspective
JetBlue and the Regulator Perspective
JetBlue and the Media Perspective
JetBlue and the Investor Perspective
JetBlue and the Competitor Perspective
Stakeholder Engagement During a Crisis
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Becoming THE Source of Facts During a Crisis – The Impact of Social Media
“No News IS News” During a Crisis
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Stakeholder Engagement During the COVID-19 Pandemic
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Modules 3 & 4: Developing Resilience and Understanding Stakeholder Reactions to Crises-Module 3: Building Organizational Capacity for Resilience
Module 3 Introduction. What is Organizational Resilience?
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A Model for Understanding Organizational Resilience
Organizational Resilience Capabilities Are Good For Business
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Key Factors for Organizational Resilience – The Anticipation Stage
Organizational Resilience Goal #1: Anticipating Crisis Through Stakeholder Engagement
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Key Factors for Organizational Resilience – The Coping Stage
Organizational Resilience Goal #2: Coping With Crisis Through Stakeholder Involvement
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Key Factors for Organizational Resilience – The Adaptation Stage
Organizational Resilience Goal #3: Developing Stronger Relationships With Stakeholders After a Crisis
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Applying the Model to the COVID-19 Pandemic
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Resilience Increases When We Demonstrate Commitment to Our Stakeholders Before, During, and After a Crisis
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Modules 3 & 4: Developing Resilience and Understanding Stakeholder Reactions to Crises-Module 4: Stakeholder Reactions to Crisis
Module 4 Introduction. Stakeholder Value Propositions Inform Their Reactions to Crisis
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A Model for Predicting Stakeholder Reactions to Crisis
Trigger Events and the Precipitation of Crisis
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Crises Are Rarely Rooted in Single, Spontaneous Causes
Stakeholder Evaluation of Trigger Events
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Stakeholder Responses to Crises and the Outcomes They Produce
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Applying the Model to a JetBlue Operational Crisis
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Case Study: Stakeholder Reactions to an Operational Disruption at JetBlue
Predicting Stakeholder Reactions Can Help Us Craft Communication Plans
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The Proactive Development of Stakeholder Engagement Plans
Summarizing the Value of Predicting Stakeholder Reactions to Crises
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Modules 3 & 4: Developing Resilience and Understanding Stakeholder Reactions to Crises-⭐ Leadership Practice: Engaging with Stakeholders
Introduction to the Interactive Experience
Alternative Experience: Engaging with Employees
Takeaways: Engaging with Employees
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Professor Insights: Employees Who Seem Disconnected from Organizational Purpose
Professor Insights: Employees Lacking Confidence in the Decision-Making of Their Leaders
Professor Insights: Employees Feeling Undervalued
Post-Experience Survey Opportunity
Modules 5 & 6: Crisis Varieties, Responses, and the Unique Nature of the Crisis Environment-Module 5: Crisis Varieties and Responses
Module 5 Introduction. Why Craft a Typology?
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Categorical Lists of Crisis Types
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Nine Types of Business Crisis
PwC’s Crisis Categories
A PR Perspective on Crisis Categories
Ten Categories of Political Risk
Summarizing the Benefits of a Categorical List
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COVID-19 and Where it Might Appear on a Categorical List
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Incorporating Additional Dimensions into a Crisis Typology
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Examples of Multi-Dimensional Typologies
Combining a Categorical List with Other Dimensions
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Crafting Your Own Typology
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Module 5 Summary
Modules 5 & 6: Crisis Varieties, Responses, and the Unique Nature of the Crisis Environment-Module 6: The Nature of the Crisis Environment
Module 6 Introduction. The Crisis Environment Presents Unique Challenges for Leaders
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Observations and Lessons from the COVID-19 Pandemic
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Crises are Typically the Result of Multiple Contributing Factors
Complex Systems Make Threat Identification Difficult
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The Complexity of Your Business
The Need for Urgent Decision-Making with Limited Information
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Urgency Versus the Tendency to Wait for the Facts
The Demand for Effective Communication to Multiple Audiences
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Revisiting Stakeholder Perspectives and Value Propositions
The Importance of Acknowledging Individual Vulnerability
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Leadership Forged In Crisis – Ultimately, We’re Humans Providing Leadership
Being a Crisis Leader Given the Unique Crisis Environment
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Modules 7 & 8: Crisis Leadership and Preparing for Future Crises-Module 7: Crisis Leadership
Module 7 Introduction. What We’ve Learned So Far About the Need for Crisis Leadership
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Eight Roles Crisis Leaders Should Be Able to Assume
Considerations for Acting on These Eight Roles
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The Eight Roles and Their Validity During the COVID-19 Pandemic
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Crisis Leadership Through a Be, Know, Do Lens
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What Stakeholders Need a Crisis Leader to Be
Being a Crisis Leader
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What Stakeholders Need a Crisis Leader to Know
Crisis Leaders Must Know: Vision, Values, and Guiding Principles
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What Crisis Leaders Must Do
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Leadership During Challenging Times
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Introduction to Three Examples
Summarizing Crisis Leadership
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Modules 7 & 8: Crisis Leadership and Preparing for Future Crises-Module 8: Crisis Preparation
Module 8 Introduction. Preparing for the Next Crisis
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Airline Crisis Typologies in Action
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Frameworks and Checklists: Organizing Your Crisis Response
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Sample Crisis Management Checklists
Defining Roles and Responsibilities
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Developing Pro-Active Crisis Response Strategies
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Conducting a Tabletop Exercise as a Test of Readiness
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Tabletop Exercise to Explore Crisis Readiness
Module Summary: Preparing for the Next Crisis
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Course Conclusion
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Course Feedback