Enduring Lessons for Leaders Navigating Crisis Situations

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the ceo magazine, manage crisis,
Bill Tibbo, Author, Leadership in the Eye of the Storm

As a leader, no matter your business sector, product, or service, you are faced with playing a major role in helping your people heal after a critical event. While healing is a complex process, you don’t have to be a counselor or therapist to put the right structures in place. You will definitely be engaged in returning your employees and your business to a functional state after a crisis, but your expertise need only be in people-focused crisis leadership, which is, at heart, a form of organizational healing. The following lessons are enduring: there are basic approaches you need to follow before, during, and after any organizational crisis.

Training Your High Potentials to Move Agendas

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the ceo magazine, leadership,
Samuel B. Bacharach, Author, The Agenda Mover

Having a leadership pipeline is one of the core responsibilities of a CEO. It is continuity, transference, and evolution of leadership skills that sustains the organization. The question for leaders is, “What type of leaders will assure that your organization will thrive?”

Rethinking MBWA: Find the magic by walking around

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the ceo magazine, leadership,
Tim Brown, CEO, Nestle Waters North America

Most of my peers and I know about MBWA (management by walking around) from Tom Peters’ and Robert Waterman’s classic 1982 book, In Search of Excellence. Not too long ago, I learned the term originated at Hewlett-Packard in the 1970s, when Bill Hewlett and Dave Packard (who were insatiably curious, by the way) made it a practice to drop by employees’ workspaces to see what they were working on. 

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