Chapter 6: Tactic Three, Find Opportunity in Crises
- many want to avoid crises, but may be opportunity
- “burning platform” (120)
- avoid and control crises but watch out
- damage control impt but tends to remove opp for creating urgency
- use a crisis to create urgency, but watch out
- crises provide opp to affect organizational morale, heart and head
- Example, Irene Goodwin, mkt mgr, used crisis to affect departmental change
- Plan for the crisis, including reactions and effects
- create a crisis–maybe
- write-down of airline balance sheet holdings
- charismatic CEO
- stretch goals
- change needed to resolve it must not be simple
- crisis yields real business problems
- know and avoid 4 dangerous mistakes
- assuming crises will create sense of urgency
- angry backlash due to feelings of manipulation
- passively awaiting crises
- underestimating consequences of disaster
- the bottom line
- principles to create true urgency
- crises as opportunities
- crises do not automaticall reduce complacency
- crises reducing complacency must be “visible, unambiguous, related to real business problems, ” and not easily solvable.
- be proactive in reaction, plans for action, and swift implementation
- focus on hearts at least as much as minds
- don’t passively wait for crises
- careful losing control and being manipulative
- work with people higher in the org
- principles to create true urgency