Crisis Management Leadership Quotes

A Visionaire always takes a step back during a crisis to get out of their own way.

Today's Arab crisis is not one of money, men, morale, land or resources ... The real crisis is rather one of leadership, management and perennial egotism.

There are three stages of a crisis in regards to running a business, unfortunately many leaders do nothing in stage one, and find themselves reacting in stage two when the crisis hits.

The key to overcome crisis is patience, courage, self-discipline, adaptation and alertness.

Address the solvable first, instructs the father by way of teaching his son crisis management. That way, he counsels, there is less distraction to tackle more daunting issues.

Every crisis demands self-discipline, patience, early adaptation and adjustment to the changing situation.

Learn the value of introducing proposals over time using masterful technique.... Deliver the message when the listener isn’t rushed or in an emotionally charged state.... Don’t unnerve your boss by dropping a crisis in their lap last-minute when you’ve had some warning yourself.

Bob Iger, Disney's chief operating officer, had to step in and do damage control. He was as sensible and solid as those around him were volatile. His background was in television; he had been president of the ABC network, which was acquired in 1996 by Disney. His reputation was as an corporate suit, and he excelled at deft management, but he also had a sharp eye for talent, a good-humored ability to understand people, and a quiet flair that he was secure enough to keep muted. Unlike Eisner and Jobs, he had a disciplined calm, which helped him deal with large egos. " Steve did some grandstanding by announcing that he was ending talks with us," Iger later recalled. " We went into crisis mode and I developed some talking points to settle things down.

Younger managers learn quickly that, whatever the public protestations to the contrary, bosses generally want pliable and agreeable subordinates, especially during periods of crisis. Clique leaders want dependable, loyal allies. Thos who regularly raise objections to what a boss or a clique leader really desires run the risk of being considered problems themselves and of being labeled "outspoken," or "nonconstructive," or "doomsayers," "naysayers," or "crepehangers.

Reputation is an outcome; but it is also a valuable, strategic asset.

For individuals and organizations alike, a reputation is far easier to destroy than it is to build.

Leadership is turning crisis into opportunity, darkness into light, and hatred into love.

Reflection, Resilience and Resourcefulness are three dormant strengths that are inherent in all of us. There's a beautiful interplay between these three qualities. Each one complements the other.They are key to not just surviving a crisis, they help you thrive in one.

Obama occasionally pointed out that the post–Cold War moment was always going to be transitory. The rest of the world will accede to American leadership, but not dominance. I remember a snippet from a column around 9/11: America bestrides the world like a colossus. Did we? It was a story we told ourselves. Shock and awe. Regime change. Freedom on the march. A trillion dollars later, we couldn’t keep the electricity running in Baghdad. The Iraq War disturbed other countries—including U.S. allies—in its illogic and destruction, and accelerated a realignment of power and influence that was further advanced by the global financial crisis. By the time Obama took office, a global correction had already taken place. Russia was resisting American influence. China was throwing its weight around. Europeans were untangling a crisis in the Eurozone. Obama didn’t want to disengage from the world; he wanted to engage more. By limiting our military involvement in the Middle East, we’d be in a better position to husband our own resources and assert ourselves in more places, on more issues. To rebuild our economy at home. To help shape the future of the Asia Pacific and manage China’s rise. To open up places like Cuba and expand American influence in Africa and Latin America. To mobilize the world to deal with truly existential threats such as climate change, which is almost never discussed in debates about American national security.

This book is really about the making of a great leader. In my own research and writings over many decades, I have concluded the following about leadership: You can neither manufacture nor can you buy leadership. You must earn it. Great leaders are great doers. They have a knack of organizing and inspiring the followers. Sometimes, they even generate cult-like loyalty. When the followers are ready, the leaders show up. Therefore, in times of crisis, uncertainty and chronic dissatisfaction, unexpected people become leaders. This was the case with Nelson Mandela, Martin Luther King, Mahatma Gandhi, and Sardar Vallabhbhai Patel. In short, ordinary people become extraordinary leaders. Great leaders are driven by purpose and passion. They derive boundless energy from their purpose and passion. To them, leadership is all about people. Management is all about grit and determination. Great leaders not only promise the future but deliver it. Great leaders are great architects. Like good architects, they imagine building something unique, enduring, and inspiring. Examples include the Pyramids, the ancient temples, churches and mosques; more recently, the Opera House in Sydney; the Olympic Stadium (Bird’s Nest) in Beijing; and Putrajaya, the new capital of Malaysia. There are three universal qualities of all great leaders: passion, caring, and capability. This is also true of great teachers.

Being a person that others can trust is one of the most sought after qualities in the workplace today. So many leaders and their staff have shown in the recent global financial crisis a lack of trust and integrity amongst themselves and with their clients and other stakeholders.

A leader should not try to avoid tension, crisis, or confrontation.

In the midst of a crisis, every leader has to shoulder the two sets of burdens that Lincoln did. He or she has to manage the turbulence itself—fight the war, turn the company around, or save the teenager who has turned to drugs. At the same time, he or she has to define what the crisis means and why it is worth navigating, solving, or reversing—first for him- or herself, and then for all the other people involved.

The European states resembled each other rather closely in their luxuriant growth of antiliberal criticism as the twentieth century opened. Where they differed was in those political, social, and economic preconditions that seem to distinguish the states where fascism, exceptionally, was able to become established. One of the most important preconditions was a faltering liberal order. Fascisms grew from back rooms to the public arena most easily where the existing government functioned badly, or not at all. One of the commonplaces of discussions of fascism is that it thrived upon the crisis of liberalism. I hope here to make that vague formulation somewhat more concrete. On the eve of World War I the major states of Europe were either governed by liberal regimes or seemed headed that way. Liberal regimes guaranteed freedoms both for individuals and for contending political parties, and allowed citizens to influence the composition of governments, more or less directly, through elections. Liberal government also accorded a large measure of freedom to citizens and to enterprises. Government intervention was expected to be limited to the few functions individuals could not perform for themselves, such as the maintenance of order and the conduct of war and diplomacy. Economic and social matters were supposed to be left to the free play of individual choices in the market, though liberal regimes did not hesitate to protect property from worker protests and from foreign competition. This kind of liberal state ceased to exist during World War I, for total war could be conducted only by massive government coordination and regulation. After the war was over, liberals expected governments to return to liberal policies. The strains of war making, however, had created new conflicts, tensions, and malfunctions that required sustained state intervention. At the war’s end, some of the belligerent states had collapsed...What had gone wrong with the liberal recipe for government? What was at stake was a technique of government: rule by notables, where the wellborn and well-educated could rely on social prestige and deference to keep them elected. Notable rule, however, came under severe pressure from the “nationalization of the masses." Fascists quickly profited from the inability of centrists and conservatives to keep control of a mass electorate. Whereas the notable dinosaurs disdained mass politics, fascists showed how to use it for nationalism and against the Left. They promised access to the crowd through exciting political spectacle and clever publicity techniques; ways to discipline that crowd through paramilitary organization and charismatic leadership; and the replacement of chancy elections by yes-no plebiscites. Whereas citizens in a parliamentary democracy voted to choose a few fellow citizens to serve as their representatives, fascists expressed their citizenship directly by participating in ceremonies of mass assent. The propagandistic manipulation of public opinion replaced debate about complicated issues among a small group of legislators who (according to liberal ideals) were supposed to be better informed than the mass of the citizenry. Fascism could well seem to offer to the opponents of the Left efficacious new techniques for controlling, managing, and channeling the “nationalization of the masses,” at a moment when the Left threatened to enlist a majority of the population around two non-national poles: class and international pacifism. One may also perceive the crisis of liberalism after 1918 in a second way, as a “crisis of transition,” a rough passage along the journey into industrialization and modernity. A third way of looking at the crisis of the liberal state envisions the same problem of late industrialization in social terms.

To experience a crisis is to live in a world that is momentarily up for grabs. This book will help you in preparing yourself to grab the best opportunities and thrive in the post COVID19 outbreak era.

We will need more of mental resilience; innovation, creative thinking and social connect to overcome and thrive post the COVID19 outbreak crisis.

The job of management is to replace work standards by knowledgeable and intelligent leadership.

Success will often mean interpreting business needs, communicating a clear direction, defusing a looming crisis, convincing teams to agree on tradeoffs, or just being a good influence.

In any crisis, clear, consistent, calming, compassionate messaging from local, state/provincial, and national leaders is pivotal to people coming together to overcome adversity.

Leadership is shown through difficult and challenging times. If people face hardship or difficult , challenging times and there is no one to lead them. People tend to lead themselves to disaster, because everyone thinks they are right by what they doing and they are only thinking about themselves.

Alertness, equanimity, decisiveness, and compassion are the four core leadership qualities in crisis that come when the 114 chakras are in balance.

The fact is that Planet Earth is overloaded with highly qualified and uber experienced folk who are rubbish in the triple wisdom- have a dim idea of who they are, can’t manage themselves well and are middling at managing others. They rose up the ranks powered by mostly technical skills but now that’s far less important. They have entered their comfort zones but what got them here most certainly won’t get them there and what will take them further are some tough behavioral changes.

Successful leaders react quickly and with purpose. When challenges arise, they are thrilled for the opportunity to act.

Effective correction needs growing connection.

Crisis makes us make decisions based on results and not what is right.

Leadership in crisis means leading with love, leading with heart,leading with kindness. We dont need to react like other businesses, if we are leading the way we need to lead with love.

the failure of the established order of industrial society, and of the political classes who manage it, is becoming hard to ignore. Consider the way that the world’s leaders have reacted to the ongoing implosion of the global economy, or nearly any other recent crisis you care to name: in each case, it’s a broken-record sequence of understating the problem, trying to manage appearances, getting caught flatfooted by events, and struggling to load the blame for yet another round of failures onto anybody within reach. Rinse and repeat a few times, and even the most diehard supporters of the status quo start wishing that somebody, somewhere, would stand up and demonstrate some actual leadership.

Sullenberger later wrote about [air traffic controller] Harten, "his words let me know that he understood that these hard choices were mine to make, and it wasn't going to help if he tried to dictate a plan to me.