With Boeing and its 737 Max we’re seeing one more example of how not to manage a crisis. Through the years, many have done this well and less well. The common theme is that leading through a crisis is about inspiring and enabling others to get things vaguely right quickly, and then adapt along the way – with clarity around direction, leadership and roles.

This plays out in three steps of a disciplined iteration in line with an organization’s overall purpose:

1. PREPARE IN ADVANCE: The better you have anticipated possible scenarios, the more prepared you are, the more confidence you will have when crises strike.

2. REACT TO EVENTS: The reason you prepared is so that you all can react quickly and flexibility to the situation you face. Don’t over-think this. Do what you prepared to do.

3. BRIDGE THE GAPS. In a crisis, there is inevitably a gap between the desired and current state of affairs. Rectify that by bridging those gaps in the:

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