Common Errors Leaders Make during Crises
Hirsch (2014) did research on crisis management and examined the most common errors top managers make in times of crisis. He found an interesting pattern of problematic behaviors among senior leaders in crises:
1. Passivity: In the early stages of crises, leaders are very inactive. They hope and believe that the crisis will pass without serious consequences for their organization. Leaders should have a more open and objective view and be aware of the possible negative consequences of the crisis. Besides, they should actively respond to those consequences rather than just hoping that the crisis will fade away.
2. Narrow Vision: This refers to the inability of leaders to look beyond the existing dangers and risks to their organization. It results from omitting to put themselves in the role of the victims/outsiders that are involved in the crisis. A more open view is needed so as to understand and effectively react to their followers’ and other victims.
3. False Hope: Leaders often keep believing that the most positive outcomes will prevail, even if evidence shows the opposite. Rather than dealing with worst-case scenarios, these leaders keep changing the possible ramifications that will occur. Although it is understandable why leaders rather do not deal with worst-case scenarios, leaders need to plan for them.
4. Announcing the End of the Crisis: Leaders often have a strong desire to announce that the crisis has ended, so as to reassure their employees. This will only work out positively if the end of the crisis indeed occured. If not, the credibility of leaders is damaged. A more effective approach is to constantly announce and adapt to changing information so that credibility will be maintained.
5. Searching for a Scapegoat: A common reaction of leaders in crisis time is searching for a victim in order to protect themselves. However, blaming others only leads to a passive attitude towards the possible consequences of the crisis. Leaders should not focus on blaming others, but rather on searching for effective ways to master the crisis.
Source: Hirsch, P.B. (2014) “Taming the Amygdale: New Tools for Crisis Management” Journal of Business Strategy Vol.35 No. 1 pp. 52-55
X
Welcome to the Crisis Management (Contingency Planning) best practices. The topic being discussed here is: "Common Errors Leaders Make during Crises".
Sign up now to gain access. It's free.
|
|
|
2 |
|
Seelig, Netherlands
|
|
Looks Like Standard Reactions on a Traumatic Experience
The passivity, denial, false hope and anger seem like basic human emotions/reactions on a traumatic ... Sign up
|
|
|
|
-1 |
|
Stephen van der Merwe, South Africa
|
|
Leadership EQ - Giving Emotional Stability in Times of Stress
Point 4 is a typical reaction that exists because our human ego is our worst enemy. I agree here wit... Sign up
|
|
|
|
2 |
|
Borje Vickberg, Sweden
|
|
Common Errors Leaders Make During Crisis
Many wise comments on JP Hirsch´s research. I would like to add two aspects.
The Nobel Prize winner... Sign up
|
|
|
|
1 |
|
Seelig, Netherlands
|
|
Culture Differences also Play a Role in How Crises should be Dealt with
@Borje Vickberg: I agree Thinking Fast and Slow is an excellent book; it explains very well how huma... Sign up
|
|