Contingency Leadership Quotes

don’t try to plan for every contingency. Doing so will only overburden you and weigh you down so that you cannot quickly maneuver.

It’s a key responsibility of the leader, in any field of endeavor (athletic team, military, or business) to assure the successful continuity or ability of his organization to carry on should he die or become incapacitated. It’s his duty to plan for such a contingency out of loyalty to his people and, if in a business endeavor, loyalty to his customers and, clients.

The best leaders in any enterprise see problems coming and stack the deck to prevent negative “what ifs” from happening. They also have contingency plans to take advantage of positive openings which occur in fleeting windows of time.

Endorsement of the ordination of women is not the final step in the process, however. If we look at the denominations that approved women’s ordination from 1956–1976, we find that several of them, such as the United Methodist Church and the United Presbyterian Church (now called the Presbyterian Church–USA), have large contingents pressing for (a) the endorsement of homosexual conduct as morally valid and (b) the approval of homosexual ordination. In fact, the Episcopal Church on August 5, 2003, approved the appointment of an openly homosexual bishop.16 In more liberal denominations such as these, a predictable sequence has been seen (though so far only the Episcopal Church has followed the sequence to point 7): 1. abandoning biblical inerrancy 2. endorsing the ordination of women 3. abandoning the Bible’s teaching on male headship in marriage 4. excluding clergy who are opposed to women’s ordination 5. approving homosexual conduct as morally valid in some cases 6. approving homosexual ordination 7. ordaining homosexuals to high leadership positions in the denomination17 I am not arguing that all egalitarians are liberals. Some denominations have approved women’s ordination for other reasons, such as a long historical tradition and a strong emphasis on gifting by the Holy Spirit as the primary requirement for ministry (as in the Assemblies of God), or because of the dominant influence of an egalitarian leader and a high priority on relating effectively to the culture (as in the Willow Creek Association). But it is unquestionable that theological liberalism leads to the endorsement of women’s ordination. While not all egalitarians are liberals, all liberals are egalitarians. There is no theologically liberal denomination or seminary in the United States today that opposes women’s ordination. Liberalism and the approval of women’s ordination go hand in hand.

Choose at most the three or four most probable contingencies for each phase, along with the worst-case scenario.

don’t try to plan for every contingency.

the Great Man theory (that leaders are born not made, the concept closest to our idea of some people, such as Rick Rescorla, having the ‘right stuff’); trait theory (a derivative of Great Man theory, which posits that leaders are distinguished by the traits or attributes they display, such as integrity and trustworthiness); psychoanalytic theory (Freud’s idea that all social groups are representations of the family); charismatic leadership (in which a figure attracts followers purely on the basis of personality); behavioural theory (that effective leadership results from certain behaviours); situational theory (that the way leadership is executed depends on the situation); contingency theory (an expansion of situational theory, which, in addition to situation, takes account of variables such as the kind of task for which leadership is required and how much power the leader has); transactional versus transformational leadership theory (which contrasts a fairly conventional style of leadership with a more visionary, inspirational style); distributed leadership theory (which eschews a strict hierarchy for a more fluid model, in which leadership roles are shared naturally rather than being formally assigned); and servant leadership theory, in which leadership is carried out purely for the benefit of the group, often at cost to the leader himself.

The motto of the Boy Scouts, “Be Prepared,” became my modus operandi, and to be prepared I had to factor in every contingency: good weather, bad weather, and everything in between. I kept asking and answering this question: “What do I do if . . . ?” It’s the same for you, of course: “What do you do if . . . ?” Most leaders take this no deeper than the first level of inquiry. You must envision the future deeply and in detail—creatively—so that the unforeseeable becomes foreseeable. Then you write your script for the foreseeable.

Knowing that there was a contingent expecting me to find the second year far tougher than my first made me determined to enter the season in perfect condition. I retreated to my work ethic, that Canterbury mentality: ‘hard work conquers all’. So if I was pushing a specific weight last year, then I’d need to do 10 per cent more this year. If I was running a particular time, I needed to be 10 seconds faster. I had to kick more balls, run more laps, lift more weights and generally destroy myself in the pre-season to make doubly sure I would avoid losing momentum. It wasn’t just physical, either. I knew that my first year I’d been quiet to a fault, especially for someone playing in a backline position which requires some leadership. And while part of that came from wanting to watch and learn, to earn respect rather than demand it, I knew that it also came down to shyness, and being naturally deferential. It was simple: if I wanted to continue to grow as a player I would need to find my voice on the field. It took a while, but eventually it came.

. All too often, problems aren’t in the “nodes” (individuals), but in the interactions (relationships). With the exponential rise in contingencies and interactions, we see signs of a deep malaise in many organizations that can be characterized most clearly as the persistent failure of both downward and upward communication, reflecting indifference and mistrust up and down the hierarchy. Quality and safety problems don’t result from technological failures but from socio-technical failures of communication (Gerstein, 2008).

Companies should utilize the CSIPP™ framework whenever they face crises. The 12 elements of CSIPP™, or Crisis Solution Internal Philosophy and Practice, include: 1. Immunity (Immune Systems): Organizations, akin to living organisms, possess inherent vulnerabilities. The CSIPP™ framework advocates for the establishment of proactive and self-regulating systems within an organization which autonomously identify, respond to, and mitigate threats, thereby enhancing the organization's resilience and adaptability. 2. Surveillance: Organizations need to cultivate a culture of informed awareness. This entails the implementation of judicious surveillance mechanisms to gather both internal and external intelligence. Such insights empower organizations to preemptively identify potential risks and opportunities, enabling more agile and effective decision-making. Data serves as the lifeblood of CSIPP™. It is imperative that organizations prioritize the collection, analysis, and interpretation of relevant data. This data-driven approach facilitates evidence-based decision-making, informed risk assessments, and the optimization of crisis response strategies. 3. Decisiveness: Decisiveness is particularly important during times of crisis. Leaders must be able to gather and synthesize the data, and make quick and definite decisions to move the organization forward. 4. Capital Reserves/Liquidity: Financial preparedness is a cornerstone of crisis management. Organizations must maintain adequate reserves of liquid capital to navigate unforeseen challenges. Moreover, they should proactively identify internal assets, both tangible and intangible, that can be readily redeployed in times of crisis. 5. Communication: Effective communication is pivotal during a crisis. Organizations should establish a comprehensive communication plan encompassing all stakeholders - employees, customers, investors, and the community at large. This plan should ensure timely, transparent, and accurate information dissemination, fostering trust and mitigating the spread of misinformation. 6. Response: The ability to respond swiftly and decisively is critical in crisis situations. Organizations must develop well-defined response protocols that outline roles, responsibilities, and escalation procedures. Regular drills and simulations can enhance preparedness and ensure a coordinated response. 7. Risk Evaluation: A continuous process of risk evaluation and assessment is essential. Organizations need to proactively identify, analyze, and prioritize potential risks based on their likelihood and potential impact. This enables the development of targeted mitigation strategies and contingency plans. 8. Leadership: Strong and decisive leadership is indispensable during a crisis. Leaders must be able to make difficult decisions under pressure, communicate effectively, and inspire confidence in their teams. A clear chain of command and delegation of authority are vital for effective crisis management. 9. Readiness (Drills/Training): All individuals likely to be involved in crisis response should receive comprehensive training and participate in regular drills. This ensures that they are familiar with their roles, responsibilities, and the organization's crisis management protocols. 10. Post-Crisis Analysis: Following a crisis, it is crucial to conduct a thorough post-mortem analysis. This involves evaluating the organization's response, identifying lessons learned, and implementing corrective actions to improve future crisis management efforts. 11. Nuanced Adjustment: Crisis management is not a one-size-fits-all endeavor. Organizations need to be adaptable and flexible, adjusting their strategies and tactics as the situation evolves. 12. Protocol: Clear and well-defined protocols are the backbone of effective crisis management. Organizations should establish a set of standard operating procedures (SOPs) that outline the steps to be taken in various crisis scenarios.

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