Common Errors Leaders Make during Crises

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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 (...) Read more? Sign up for free

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		Common Errors Leaders Make During Crises Adrian Horodniceanu, CEO, Israel, Member
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		Another Common Error During Crises: Not Learning from it Miguel Sacramento, Business Consultant, Brazil, Member
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		On Crisis Management Error #1: Being Too Passive Raj Mohan, Management Consultant, India, Member
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		Looks Like Standard Reactions on a Traumatic Experience Seelig
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		Many in Senior Positions are not Capable to Handle a Crisis Niraj Kumbhat, Manager, India, Member
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		Leadership EQ - Giving Emotional Stability in Times of Stress Stephen van der Merwe, Student (MBA), South Africa, Member
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		Leadership Behavior to Avoid in the Event of a Crisis Manager, HR Consultant, United States, Member
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		Common Leadership Errors during Crises JOSEPH SOLA ONIFADE, Manager, Nigeria, Member
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		Common Crisis Reactions by Leaders and Human Emotional Reactions Goodsir, Professor, New Zealand, Member
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		Common Errors Leaders Make During Crises Sunday ELKANA (koachkonsult), Manager, Nigeria, Member
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		Crisis Management must Become Another Competency of Effective Change Agents Tom Boren, Business Consultant, Member
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		A Crisis is Like a Tsunami: The Pressure for it Develops over the Years kvssiyer, Consultant, India, Member
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		The Article is on a Hypothetical 'Myth' Rather than Reality C.L. Kappagomtula, Professor, Malaysia, Member
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		Crisis Management and Effectiveness of Surrendering srinivas, Lecturer, India, Member
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		Leadership and Management Andrew Blaine, Business Consultant, South Africa, Member
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		Leaders or Top Managers or Top Excutives Jaap de Jonge, Editor, Netherlands
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		Common Errors Leaders Make During Crisis Borje Vickberg, Sweden, Premium Member
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		Attitudes of Leaders During Crisis Management: Impatience Augustine Ngmentomo Beakana, Student (MBA), Ghana, Member
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		On Common Errors of Leader in Crises #5: Mistrust Tran le Phuong, Teacher, Mongolia, Member
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		On #12. Common Error of Leaders in Crises: Not Opening up and Involving Others Pros Yiga, Uganda, Member
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		Leader Errors before a Crisis Occurs: Not being Sensitive to Warning Signals Alhaji Jabbi, Student (MBA), Gambia, Member
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		Culture Differences also Play a Role in How Crises should be Dealt with Seelig
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		Not all Kind of Leaders Make these Common Errors Friday O. Ngbodi, Student (MBA), Nigeria, Member
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		Frequent Mistakes by Leaders during a Crisis Fernando Ochoa, Manager, Mexico, Member
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		Another Common Error of Leaders During a Crisis Zahid asghar, Consultant, Member
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		Frequent Mistake by Leaders During Crisis: Not Involving Lower Echelons Manager, HR Consultant, United States, Member
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		Leaders Need to Be Open and Clear ANUJ KUMAR SHRIVASTAVA, Manager, India, Member
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		More Common Errors Leaders Make During Crises Ali Wagfi, Professor, Member
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		On #1: Indecision is Worse Than Bad Decision During Crises Ayele Abdata, Manager, Ethiopia, Member
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		On Crisis Management Error #12 kvssiyer, Consultant, India, Member
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		Crisis Management Error #20: Interfere At Operational Level Quentin, HR Consultant, United Arab Emirates, Member
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		Bad Decisions versus no Decision Andrew Blaine, Business Consultant, South Africa, Member
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		The Incident Commander May not Be the CEO Michael Norris, Director, United States, SIG Leader
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