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Access short articles and videos on leading teams through this unprecedented crisis.
Dr Gregory Ciottone is an American traumatologist and an internationally renowned expert in trauma medicine, disaster medicine and healthcare education, whose services have been employed in more than 30 countries all over the world.
In this TEDx talk, Dr. Ciottone describes his personal experience while leading the first federal disaster medical assistance teams into Ground Zero during the World Trade Center disaster on 9/11/2001. He describes how he dealt with emotional toll and found the focus to lead in overwhelming circumstances.
When faced with a crisis, most leaders are forced to think and behave in ways that feel unfamiliar. Crises demand that leaders take an emergency response plan and adapt it as new evidence and factors present themselves.
All the while, effective leaders are able to remain calm and maintain a sense of perspective. According to Gene Klann, author of the book Crisis Leadership, “During a crisis, your goal is to reduce loss and keep things operating as normal as possible.” Klann recommends 5 actions to prepare and respond.
You can also click on the link below to access tools and resources on responding to crisis.
As COVID-19 cases continue to rise, it’s nearly impossible to avoid the onslaught of updates in the news, online, and in conversations with friends, family, and colleagues. The challenge is discerning between critical updates and the vast amount of misinformation out there. Here are three ways you can stop (or at least slow) the rumor mill and redirect your team to credible sources:
The simple tool in this blog is designed to help you plan your communication with a moment’s thought about what is going on in the person you are trying to connect with:
Replete with both complexity and change, crises require executives to both lead and manage effectively. But more often than not, leaders tend to focus their efforts on management, rather than leadership.The most effective leaders in crises ensure that someone else is managing the present well while focusing their attention on leading beyond the crisis toward a more promising future. The authors identify four traps that most leaders fall into:
1) taking a narrow view
2) getting seduced by managing
3) over-centralizing the response
4) forgetting the human factor
Also, using the link below, you can access online learning on making decisions amid uncertainty.
As leaders work tirelessly to meet the many challenging moments that lay ahead, they must do so with emotional intelligence. Emotional intelligence requires fierce orientation to purpose, self-awareness, self-regulation, empathy and compassion. This article outlines four tips leaders can follow as they personally navigate the uncertainty of the COVID-19 pandemic.
You can also access online learning on managing strong emotions through crisis using the link below.
The extreme stress, uncertainty, and often difficult medical nature of global infectious disease outbreaks, such as Coronavirus (COVID-19), require special attention to the needs of healthcare personnel. Taking care of yourself and encouraging others to practice self-care sustains the ability to care for those in need. This quick summary from the Center for the Study of Traumatic Stress outlines some of the challenges and what leaders can do to take care of themselves and their teams.
Understanding people’s reactions to the losses associated with tragic events informs the roles that leaders can play in support of recovery.
Seventy-three hospital and health system leaders with organizations in the 10 states hardest hit by COVID-19 shared the most critical actions for their colleagues across the U.S. to take in the next weeks as the virus continues its geographic spread.
They are organized by theme:
