Who is the Strongest Leader? - The Adaptive Leader Core Culture Established: Trust and Communications
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Terri McCormick, M.A., Ph.D. Program
Leadership Studies
Who is the Strongest Leader?
The Adaptive Leader
Collaborative Team Builder and Directive in a Crisis
Core Culture Established: Trust and Communications
1
The Lens We View our World
COMMUNICATION VALUES
Millennials Gen Xers Boomers
Converse Text & IM E-mail E-mail
Social Media Cell Phone Cell Phone
Cell phone IM Face to face
Problem Brainstorm in List solutions Think about what
Solve group independently worked in the
then call a past then call a
Online Research meeting meeting
Seek Ideas values Professionalism Experience and
Respect and knowledge input valued
valued
Entrepreneur Magazine, 2009.
2
21ST CENTURY LEARNER’S
MIND
3
ENGAGED LEARNING
Real
Project
Games
Debate
Engagement
Voting
Problem
Solving
Case Study
Facilitated
Q&A Discussion
Lecture
Passive Active
4
WEB 2.0 TOOLS
5
Collaboration is a skill that makes us stronger as educators.
Using collaborative tools like Outlook calendar is a way to help
us balance the demands we place upon our students.
6THE DIGITAL WILD WEST: A Decade of Digital Universe Growth
Source: IDC's Digital Universe Study, sponsored by EMC, June 2011
This period of "space exploration" of the digital universe will not be without its
challenges. But for the "astronauts" involved —They will need to lead the enterprise in
the adoption of new information-taming technologies, best practices for leveraging and
extracting value from data, and the creation of new roles and organizational design.
Each step will require organizational change, not just a few new computers or more
software but Cloud Tech.
7Infographic: Data Deluge - 8
Zettabytes of Data by 2015
If you think there's a lot of demand for data.
According to projections pulled together by
Century Link, we're in for a deluge of big data.
By 2015, Century Link says that we'll see a
four-fold increase in data being created and
replicated. This year, Century Link projects
that 1.8 zettabytes of data will be generated
this year (2011) …
Sean Ammirati November 17, 2011
EMC- World’s Data is Doubling every “2” Years -
http://www.emc.com/about/news/press/2011/20110628-01.htm
Moore’s Law – Data is now doubling every “18 Months” – through 2020
http://www.intel.com/content/www/us/en/silicon-innovations/moores-law-technology.html
Digital Journal – 1.8 Zettabytes = Every Person in the United States tweeting 3 Messages per
Minute for the next 26,976 years - http://digitaljournal.com/print/article/308479
*Crisis Management Needs are with Social Media is Exponential …
8THE 21ST CENTURY CHALLENGE
Sign In
twitter.com/DaveTheFuturist www.cisco.com/web/about/ac79/innov/index.html
9LEADERSHIP & CRISIS COMMUNICATIONS
TRUST AND Internal & External Stakeholder COMMUNICATIONS
LEADERSHIP IS A SOCIAL BUSINESS
http://switchandshift.com/leadership-is-a-social-business
START WITH WHY?
1. Great Leaders are interested in people
2. Great Leaders believe in people
3. Great Leaders are inspired, by their mission and by their people
4. Great Leaders inspire action
http://www.ted.com/talks/simon_sinek_how_great_leaders_inspire_action.html
10THE ROAD TO DISASTER - NO PLAN
In the unlikely event of a crisis, we’ll know what to do.
CIRCLE THE WAGONS
Immediately assume the defensive
IGNORE/ DENY
This won’t get any worse. We can control information.
CREATIVE WRITING
Attempt to wordsmith a statement that spins the situation in your favor.
DEFEND THE WRONG THING
Focus on internal issues, minimizing losses and legal exposure.
DAMAGE TO REPUTATION
The verdict about your organization: callous and inept.
11CRISIS COMMUNICATIONS WORK SHEET
FOCUSING THE RESPONSE: GOAL, STRATEGY AND ORGANIZATION
AUDIENCES, ANALYSIS AND ACTIONS/ MESSAGES
Include the audiences from the Initial Response stage and other stakeholders
impacted by or concerned about the situation. Use the following planning framework to ensure
your analysis is complete. Assign a spokesperson and *practice possible scenarios
STRATEGY SAMPLE: PROTECT PEOPLE
Audience Emotions/ Concerns/ Actions Contact Method
Feelings Needs
Families Grief, anger Support, assist Support Teams Direct
Community Anger, fear Reassurance Real-Time Info Media/phone
Info Sources Radio
Employees Sadness, concern Assure Safety Safety reinforced Team Meet
Intranet/ emails
Points of Interest:
*Response Teams for Viral Response is Critical – after identifying the threat.
*Style and use of # Hashtags is Critical – so that stakeholders can identify information.
*Spokesperson Briefings is Critical.
*Style of Response Rehearsed with ‘Internal’ Stakeholders is Critical.
*Address all of the headings above with Honest, Direct and Timely ‘Responses.’
*Crises – ATTRACTS THE MEDIA
12*Northwestern University Medill School Integrated Communications Model
1. Situation – provide a background of information of events leading up to the crisis
2. Crisis Timeline – Map the progression of the four crisis phases (Warning, Acute,
Chronic, Resolution) on a timeline
3. Warnings – Signs of trouble if any? Did the organization recognize and act on them?
Were there recent similar events or situations involving other organizations?
4. Initial Response – What precipitated the crisis? What was the organization’s Initial
Response? Was the initial response timely? Who should have been the key audience?
What relationships did the crisis threaten? Describe and evaluate the initial media
coverage of the event. Describe and evaluate any role the Internet played in the crisis.
5. Primary Response – Did the primary response address the emotions and concerns of
the people impacted by the crisis? Identify emerging issues and sources of conflict.
When did they appear? Did the organization recognize and manage them? Did the
issues or conflict change the nature of the focal point of the change in public
perception? What role, if any, did the following groups play and what impact did they
have: Public officials, Neighbors, Special interest groups/ Nongovernmental
organizations/ Employees/ unions/ Competitors/ Customers/ Suppliers/ Contractors/
Shareholders/ Board of Directors/ Others ‘outside threats’ or ‘internal threats’
6. Recovery – What were the organization’s recovery or business resumption objectives?
Describe the communications environment created by the crisis. Who were the key
audiences necessary to implement the recovery strategy? What were the messages to
support the strategy? Was the organization successful in implementing its recovery
strategy? Is the situation resolved? Is anyone still hurting?
7. Ethical Issues – Were there any ethical issues? What were they? How did the
organization address them? How did they shape or alter the nature of the crisis? How
did the media treat these issues?
8. Analysis & Evaluation - What is the current status? What did the organization defend?
How effective were the organization’s communications? What were the costs in:
Reputation/ Relationships/ Legal liability, Damages and settlements/ Market Share-
Student Attendance and population size/ Community Trust/ Recruiting and retention/
Employee morale and loyalty
9. Key Learning – What key learning from your analysis will apply to your organization’s
general crisis response plan? Its Crisis Communication plan? The way you do business
or your personal skills? What key learning from your analysis will you discuss with your
team, management, board, and stakeholders? What is the organization’s reputation
now? What did the organization do well? What could have been done better?
13REFERENCES
Informal Notations
Crisis Communications
• When the Balloon Goes Up: The Communicator's Guide to Crisis Response by Bob Roemer
ISBN: I-4120-9745-2
• Managing the Unexpected: Resilient Performance in an Age of Uncertainty by Karl E. Weick
and Katherine M. Sutcliffe ISBN-10: 0787-9964-91
• The Four Stages of Highly Effective Crisis Management: How to Manage Media in a Digital
Age by Jane Jordan-Meier ISBN: 978-1-4398-5373-3
• Harvard Business Review on Crisis Management Norman R. Augustine et al ISBN: 1578-
5123-51
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