Transformative leaders know how to do this one thing in the midst of crisis

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The CEO of a crisis communications firm notes that crisis energy is—like uranium—a rare and powerful thing. Nothing is more disorienting and uncomfortable than a crisis. In addition to putting a leader’s strategic and technical skills to the test, the crisis also generates its own form of energy. In my work, both in crisis management as well as in hospice, I have experienced time and time again that crisis is a catalytic fusion of physical, emotional, spiritual, economic, and temporal movement which leaves enormous change in its wake. Read Full Story

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How to lead your employees through a crisis: CEOs say start by doing these 4 things

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Fast Company and Facebook partnered for a virtual series on leadership. Here’s what three CEOs had to say on leading in tough times. When the coronavirus pandemic crashed onto the shores of the United States in March, it knocked the wind out of all of us. In the months that followed, while the country collectively tried to find its footing, business leaders nationwide faced the challenge of at least seeming to know how to navigate the unprecedented waters of the global crisis. Read Full Story

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Customer-led innovation in a time of crisis and beyond

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At its most basic, innovation is the introduction of something new. And in the midst of the COVID-19 pandemic, the process of innovating has flourished across Australian marketing and customer teams as they strive to keep up with the rapidly evolving crisis and its impact on customers, business models and market dynamics. CMO caught up with five marketing leaders from the 2019 CMO50 list of Australia’s most innovative and effective marketing leaders to find out more.

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Our definition of ‘success’ is holding business back—it’s time for a new one

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Old success was selfish and short-lived; new success must be shared and sustaining. The abstract idea of “success” may be the most important idea in business: the fuzzy notion that motivates millions of choices, careers, and dreams. But for all the energy applied in its pursuit, there’s little energy applied in contemplating the destination. Fortune recently published its annual Fortune 500 list, which it bills as “the ultimate business scorecard.” But its ranking is driven by just one metric : revenue. Is that really the ultimate scorecard in business? The pinnacle of success? And if not, what is? Does this time of crisis, reassessment, and renewal compel us to revisit what motivates all this work? Read Full Story

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Why optimism may not be enough to carry us through times of crisis

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If leaders’ optimism and confidence matter more during a crisis than their actual talent and competence, shouldn’t we encourage leaders to fake positivity? Few suggestions seem more logical during a crisis than the idea that leaders ought to exude a sense of confidence and optimism. As Napoleon famously noted, “A leader is a dealer in hope.” The last thing people want when they face extreme adversity and need calming down is to see their leaders worry, stress, or melt down. Yet it seems reasonable to question whether displays of optimism are actually beneficial, or whether other, more critical attributes that coexist with optimism are more useful. Read Full Story

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