Projecting

Leadership
and
Humanity in
Crisis

Based on article by
Morela Hernandez,
Prof.Dr.Aung Tun Thet MIT Sloan Management Review
5/8/2020 April 2/2020
EFFECTIVE LEADERSHIP
.

• Make crisis manageable instead of overwhelming

• Adopt systematic approach to problem-solving

2
COVID 19 Crisis Stages

1) Detection
2) Response
3) Recovery
4) Learning
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DIRECTIVE STYLE OF LEADERSHIP
.

• Reduce panic
• Clarify priorities
• Frequent communication

4
DIRECTIVE STYLE OF LEADERSHIP
.

• Formulating team decision-making structures

• People digest uncertainty
• Focus attention on pressing tasks

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COVID 19 Crisis Stages

Project not only leadership but humanity

Attentiveness and awareness of others

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CRISIS SITUATION
.

• Chaotic inflow of information

• Time pressure to act

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CRISIS SITUATION
.

• Individuals do not function in isolation

• Part of network
• Decisions made by one person directly impact
survival of another person
• Coexistence codependent

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LEADERSHIP
.

• Using humanity as tool for crisis response and recovery

• Involve:
• Awareness of and attentiveness to collective call to action
• Individual privilege
• Duty to others

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Collective Call
to Action
COVID 19

“How I behave dramatically impacts your

health,
and how you behave dramatically impacts
my health. …
I have an obligation not just for my health,
but for your health.”

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INDIVIDUAL ACTIONS
.

• Directly affect success of response and recovery

• Each person contribute in unique, valuable ways to
resolve current situation

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CALL FOR COLLECTIVE ACTION
.

• Individual contributions
• Spheres of expertise and influence
• Across government, businesses, and private lives
• Address multifaceted problems realted to COVID-19

13
Consider Your
Privilege
COVID 19 Pandemic

People experiencing differently

Underscore socioeconomic divides

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CONSIDER HOW PRIVILEGED YOU ARE
.

• Currently telecommuting in privacy of own home

• Stark contrast between:
• Those who work remotely with access to high-speed
connectivity
• Those who report to physical workplaces

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CONSIDER HOW PRIVILEGED YOU ARE
.

• If you are in former group

• Current crisis provide humbling experience
• Opportunity to begin closing divide between you and
latter group

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CONSIDER HOW PRIVILEGED YOU ARE
.

• Ask yourself:
• What inequities exist within your own organization?
• How are you recognizing and addressing such
differences?

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CONSIDER HOW PRIVILEGED YOU ARE
.

• Impact of school closings

• Your kids seamlessly move to online platforms:
(a) Personal computers
(b) Internet access
(c) Teachers customize approach thanks to smaller class sizes
• Attend private school
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CONSIDER HOW PRIVILEGED YOU ARE
.

• Kids who attend public school

• Entire generation lose a year of schooling

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Embrace Duty
to Others
PROJECTING LEADERSHIP AND HUMANITY
.

• Leveraging individual expertise to address evolving

challenges
• Awareness of and attentiveness to how your
situation offer privileges not available to others

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PROJECTING LEADERSHIP AND HUMANITY
.

• Many experience anxiety about family’s health

• Financial struggle might get worse in coming months
• Rent come due
• Groceries depleted
• Layoffs become norm
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PROJECTING LEADERSHIP AND HUMANITY
.

• Embrace duty to others

• Choices made in coming days and weeks contribute
directly to success of response and recovery efforts

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PROJECTING LEADERSHIP AND HUMANITY
.

• Information shared directly shape ability to cope

and adapt to reality
• Reach out to others
• Checking in on neighbours
• Supporting small and local businesses
• Donating to area food banks
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PROJECTING LEADERSHIP AND HUMANITY
.

• Life you had before COVID-19

• Look much like life after COVID-19
• Embrace duty to others
• Prepare for recovery!

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