THREAD: I came across this little piece today, and it has me thinking a lot about how differently governors, university presidents, and other leaders are handling the global health crisis. #COVID19 #Leadership 1/x
kornferry.com/insights/artic…?
kornferry.com/insights/artic…?
Some leaders are excelling (I think my university's leaders are doing a really good job), while others--too many--are floundering, and the country's president has actually failed us.
"During crises, ambiguity becomes exponential." Good leaders handle that ambiguity well. 2/x
"During crises, ambiguity becomes exponential." Good leaders handle that ambiguity well. 2/x
Usual day-to-day leadership skills don't necessarily match the increasing need for agility and for distinction between urgent and important during crisis (during increased ambiguity). When a leader responds by sacrificing the well-being of others, leadership is failing. 3/x
We can see leadership floundering at some universities now, where policies and resources are not keeping up with needs and changes because leaders are struggling to separate what's urgent now with what they'd grown accustomed to thinking is important. 4/x
We can see leadership floundering when we look at beaches in Florida, where spring breakers have been putting the larger population at risk and the governor delayed taking action because he confused what was urgent with what was important and was willing to sacrifice others. 5/x
How we define leadership going forward is important, and we're learning a lot about what matters when things don't go as expected. Support the leaders who are doing a good job under extraordinarily difficult circumstances. Challenge the floundering leaders to do better and 6/x
challenge floundering leaders to lift those in the ranks who have crisis management skills, especially those who may have been overlooked for reasons unrelated to their performance and potential. Listen more widely and 7/x
welcome and promote those who can discern urgent from important, have expertise in tough decisions amidst ambiguity and real-life circumstances, and think inclusively about the organization and larger community. We're in this together, and it's not business as usual. 8/8
