Leadership in a (Permanent) Crisis
Hm. Uhhuh. Just harbors thank you. I'm here screen for everything dashboard you name it huh under enter leadership harvard university john any school of government and pull out there get leadership's and your cache time argument ski. Uhhuh i think that the harbor but you article leadership permanent july object ninety nineteen i'm thanks so much for joining it's a pleasure. Right beginning of the article you need me to urgency high speed and certain he will continue to happen arms even faster than good. And i can't think you're hanging we'll never get back to normal which is a pretty hard pill to swallow what he got. First of all the nature of see you know dependencies in the global economy. The i'm predict ability of politics and the political instability that we see arising if not here than there but somewhere in the world. The global problems that we need to face as of a community of nations lights global warming or terrorism these are problems that are persistent. And dynamics that will continue to throw at us series of crises overtime. So that we have to get used to as one of my colleagues years ago wrote taking are both from the rapids because it's gonna continue being wrapped. That doesn't mean they're aren't going to be peaceful time one moment we can take a breath and where we have you know six months from spite or eighteen months of peace to in a company or in a particular division of an enterprise. What we can catch our breath and take stock and consolidate what we've learned. But it does mean that we live in a world that's going to continue to throw out of a series of immediate crises. And where it see on predict ability no certainty hope the world and and increasingly networked and global icing world means that we're going to have to achieve an ongoing state of adapt ability. So when you're talking about leadership and greatest leadership you mean that crazy leadership has to be changed the crazy change when you need to he lied you mean by trying to. Check your feet you call the cascades change a little bit about first needs to claim eight and i don't get in. I think the word i use his emergency faith in dividing a larger crisis situation into the emergency facing the adapter faced. The emergency phase of any immediate situation is a phase where you've got to basically apply your current no how. And if you've done well to foresee the future or to do various kinds of forecasting contingency planning. Then you have various preparations already in place to may oh potential lee emergence and are you. Windows scenarios then unfold and actually happen you've got a plan to fall back on and said organizational procedures and preparations has been made already. So in an emergency face you basically execute well you prepared already to do. And if you haven't prepared to do that and you're in real trouble then in medicine you lose patience. In new orleans you lose the city or most of the city so we saw that the warning in nineteen ninety three when the world trade center was tax. Generated a lot of preparation in new york city so that when the fatal attack took place. Ah nine eleven the city couldn't prevent the attack about was much more prepared to manage the outcomes of such an attack in terms of panic uh side effect. And continuing to manage a city of millions of people who were pretty terrified. So the preparations have enable the mayor of the city guiliani and the city government to diminish the collateral damage or the side effects. Of that attack. So emergency phases it phases basically minutes to. Apply what you've already prepared to as efficiently and effectively as you can improvising on the edges but primarily with not a whole lot of time for major league creativity or an ovation. To the point of the emergency phase is too full to stabilize the situation and by time. Find time it's absolutely essential because you need to buy time you need to stabilize situation so that you can and figure out what really went on here what's really going on what were the dynamics of generated this ah event. And then what are the underlying causes and the kinds of initiative of more sustained elevation experimentation and creativity required to learn new ways of doing things. So the adaptive phase which can take a great deal of time is dependent on the emergency phase. So you didn't so when you merging he'd be he. That may not meaning use prevention emerging t at here example of nine eleven but he's sort of many eat it must needs exactly emergency responses response to mitigate the damage done. And when you talk about leadership temperament crank it sounds like you're saying that we may never prevention. Sort of demand emergency it's from happening i mean apparently prevent know you're capped you absolutely can't in in increasingly creative educated and global icing world. They're gonna be all sorts of smart people somewhere inventing uh product or a strategy or. Operations that are going to threaten you're existence and you can't predict water that's gonna happen and you can't predict when it's gonna happen what you can do is be prepared for an ongoing adapt ability. So that you can expect those things to happen you read the warning signs quickly rather than late. You don't deny the emerging realities. You don't hunker down you tolerate conflict will conversations that are generated when somebody on the periphery says there's something happening out here that we've got to pay attention to. For example somebody inside sony which had devoted an enormous amount of engineering talents and marketing genius to create the walk man. Using cassette tapes and then to transition to digital music which they invented import for help to invent and creating the disk man i huge organizational investment had been made in selling c. d. =s. Some engineer and phony forced off that in an internet age people were going to be able to download songs. And put them on a hard disk and hard disks were already portable in fact sunny have the technology because they were making laptops. To have small little portable hard disk cranky i thought it was all within their technological capacity. Some engineers within zoning salt that merchant reality but the investments inside the company were so profound that nobody wanted a lesson and that conflict instead of being well managed. To generate innovation that warning signal was lost. So we need an ongoing adept ability that can read these warning signals early and respond aggressively to them. And that means that when you double mindset not of while we've arrived now we've got a solid product and let's just keep tweaking the product it's a mindset that is constantly scanning the horizon for new opportunities and the danger. So that great counter examples from darren another example it's i'm actually getting captain leadership right yeah you can i'm right now well uh another japanese company toyota is. One of the most successful and most adaptive cos over a long period of time. Engaging an ongoing an ovation having a very extensive product line rolling out products quickly in old dating in not just an engineering but also in marketing in union in managing people. As well as in their whole supply chain methodology so. They've had adapt ability to be able to withstand oil shocks. Dramatic changes in exchange rates. Plummeting economies and still stay alive by themselves time to keep elevating and keep experimenting with changing tastes and changing global condition. So there's some great company samples and now i i wanted to orders cheeky down the individual level as possible. What are some of the skills are actions individual managers in leadership personally be smoking on to sort of during times now she didn't you environment. First of all people need to take care of themselves in preparation for how stormy the waters are going to be one needs to have a series of practices of concert don relationships. Sanctuary modes of sustaining oneself for the long haul what we're talking about is marathon running not sprint thing. And people need to be able to paste themselves renew themselves on an ongoing basis to meet an ongoing stream of adaptive pressures and adaptive challenges that will continue to be thrown at them. So that's the first thing you gotta take care of yourself. And the second you need various skills that are confident with the mindset of leadership. In which your job is not to provide the answers but your job is to raise the tough questions orchestrate the conflict the generates innovative ideas. Reward people for running lots of micro experiments and learning from failures creating a culture in which people can try out new things and make mistakes. Your job then is to continue to hold people see to the fire of listening carefully to new data that may not drive with their way of thinking to keep asking the tough questions. To keep people focused on changed conditions in the marketplace. Reminding people of the core values and competency so you're trying to conserve. So the the mindset of leadership at the individual level in the context wind this adaptive context we're in is different than the mindset of a sore tate of expertise or managerial expertise. That's the most radical change individuals who are going to practice leadership can no longer view themselves as the genius with the answers. They have the view themselves as the person sometimes raising courageous leave the naive. Question. That force people to go back three steps. And re investigate some of their assumptions as they're approaching in analysis current conditions. And then down jimmy error your goal really only do you make your sounds more napkins but sort of jaded mean reaction in your tina employee stinnett there also becoming get leaders and now are home right absolutely because. We know from nature that adept abilities a product of. Distributed intelligence. That gets the diversity of genetic experiments thing running any population that makes it more likely for species. To succeed in a changing environments and. Because you never know who's going to have the keys to the future you never know which member of your species is going to have the capacity. That will enable them to thrive in that changing conditions and then to continue to bring your kind into the future. So one needs distributed leadership in order to increase the odds of adaptive success. You need people all over the company with the forty nine without authority willing to raise the tough questions and meetings willing to spot dangerous or opportunities. In new ecological niche is in the environment. And then to have the courage and the skills. The other personal skill to bring those impressions and bring that. Early warning data into conversation into the company to mobilize it adaptive work amongst their college and he people willing to do that high and low and far and wide across the company. Right thanks so much for joining thank you very much. Run article is leadership's how many for more h. b. r. it's not or and and your key that's it thank you can't perfect boring. Uhhuh. Hm
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