Lesson Plan: The heart of resilient leadership: Responding to COVID-19
How has your organisation responded to the COVID 19 crisis?
Read the introduction. What are the worries at the moment?
THE rapid global spread of COVID-19 has quickly eclipsed other recent epidemics in both size and scope. In addition to the deadly human toll and the disruption to millions of people’s lives, the economic damage is already significant and far-reaching.
In the face of certain challenges and a still-uncertain set of risks, business leaders are rightly concerned about how their companies will be affected and what they have to do next. In the heat of the moment, there are a number of lessons from history that can be applied now. We have pooled the insights of Deloitte leaders in affected areas around the world to provide practical insights for chief executives and their leadership teams in taking appropriate action.
We recognize that companies are in different phases of dealing with the outbreak, and therefore the impacts vary by geography and sector. But regardless of the extent of the virus’s impact on an organization, we believe there are five fundamental qualities of resilient leadership that distinguish successful CEOs as they guide their enterprises through the COVID-19 crisis:
Find a word that means:
- having gotten or achieved wealth, respect, or fame
- to do something about
- causing or able to cause death
- a difficult task or problem : something that is hard to do
- the power or ability to lead other people
- something learned through experience
- to make (something) less important or popular
What do you think the five qualities are?
Add the following to the gaps:
- Put the mission first.
- Embrace the long view.
- Aim for speed over elegance.
- Design from the heart … and the head.
- Own the narrative.
________________________ In crisis, the hardest things can be the softest things. Resilient leaders are genuinely, sincerely empathetic, walking compassionately in the shoes of employees, customers, and their broader ecosystems. Yet resilient leaders must simultaneously take a hard, rational line to protect financial performance from the invariable softness that accompanies such disruptions.
___________________________ Resilient leaders are skilled at triage, able to stabilize their organizations to meet the crisis at hand while finding opportunities amid difficult constraints.
_________________________Resilient leaders take decisive action—with courage—based on imperfect information, knowing that expediency is essential.
_________________________ Resilient leaders seize the narrative at the outset, being transparent about current realities—including what they don’t know—while also painting a compelling picture of the future that inspires others to persevere.
_________________________ Resilient leaders stay focused on the horizon, anticipating the new business models that are likely to emerge and sparking the innovations that will define tomorrow.
What are the most important things for resilient leaders? Which do you find the most important?
Fill the text with the following words: affected disruption guide extent fundamental global insights recognize
We believe that a (1) __________________ crisis plays out over three time frames: (2) __________________ , in which a company deals with the present situation and manages continuity; (3) __________________ , during which a company learns and emerges stronger; and (4) __________________ , where the company prepares for and shapes the “next normal.” CEOs have the substantial and added responsibility to nimbly consider all three time frames concurrently and allocate resources (5) __________________ .
Within the framework of these broad imperatives, resilient leaders can take specific tactical steps to elevate these (9) __________________ during the current crisis, blunting its impact and helping their (6) __________________ emerge stronger. With the right (7) __________________ , this crisis can become an opportunity to move forward and create even more (8) __________________ and positive societal impact, rather than just bounce back to the status quo.
- What are the three phases?
- What do company leaders have to take into account?
- What is there an opportunity to do for company leaders?