Post by account_disabled on Jan 4, 2024 2:21:58 GMT -8
Was focused there so you could determine whether it was going to eat you or you were going to eat it. So you know what to do next. Today we don’t worry much about such crises. It's important to take a broader perspective to understand who all the stakeholders are, what the bigger picture is, what the different dynamics are. Be trustworthy, reliable, and always ready to invest in your relationships. And make sure it's clear that you're here for the greater good, not self-interest. Paul Michelman: I'm Paul Michelman, and these are three takeaways from MIT Sloan Management Review. Each episode, we discuss a topic that leaders need to focus on right now and leave you with three.
key takeaways for you and your organization. We are now in the midst of an unprecedented health crisis and a growing economic crisis. It can be difficult for leaders to know the best way to manage their day-to-day work as well as manage their future. Enter Eric McNulty, associate director of the National Job Function Email List Preparedness Leadership Program at Harvard University. He examines crises from incidents to the Deepwater Horizon spill to the Ebola outbreak, going to ground zero of crises to see how leaders responded. that it’s important to be proactive rather than reactive, and to truly lead rather than just manage. He calls this approach meta-leadership. Eric McNulty: We know that in a crisis, the human mind instinctively narrows its focus. Our prehistoric ancestors, when they heard a rustling in the bush.
All their attention was focused there so you could determine whether it was going to eat you or you were going to eat it. So you know what to do next. Today we don’t worry much about such crises. It’s important to take a broader perspective to understand who all the stakeholders are, what the bigger picture is, what are the different dynamics at play. So the leadership element up front is to prompt you, to remind you that as a leader, the first thing you need to do is take a step back, take a deep breath, and look at the bigger picture. Understand what you're seeing in the broader context. position in the background. Paul Michelman ( ): For McNulty, successfully navigating a crisis begins with leaders themselves understanding who they are.
key takeaways for you and your organization. We are now in the midst of an unprecedented health crisis and a growing economic crisis. It can be difficult for leaders to know the best way to manage their day-to-day work as well as manage their future. Enter Eric McNulty, associate director of the National Job Function Email List Preparedness Leadership Program at Harvard University. He examines crises from incidents to the Deepwater Horizon spill to the Ebola outbreak, going to ground zero of crises to see how leaders responded. that it’s important to be proactive rather than reactive, and to truly lead rather than just manage. He calls this approach meta-leadership. Eric McNulty: We know that in a crisis, the human mind instinctively narrows its focus. Our prehistoric ancestors, when they heard a rustling in the bush.
All their attention was focused there so you could determine whether it was going to eat you or you were going to eat it. So you know what to do next. Today we don’t worry much about such crises. It’s important to take a broader perspective to understand who all the stakeholders are, what the bigger picture is, what are the different dynamics at play. So the leadership element up front is to prompt you, to remind you that as a leader, the first thing you need to do is take a step back, take a deep breath, and look at the bigger picture. Understand what you're seeing in the broader context. position in the background. Paul Michelman ( ): For McNulty, successfully navigating a crisis begins with leaders themselves understanding who they are.