Strategic leadership and Crisis Management

Name: Strategic leadership and Crisis Management
Rating: 4.0 (167 reviews)

Lead strategically and control the Damage

Created byRamy Safwat Ibrahim

Last updated 8/2021

English

English [Auto],

What you'll learn

The Art of Strategic Leadership in Hard times
Strategic Thinking
Differentiation between operational management and strategic management
When to think inside the box
Crisis Management
Damage Control
Leadership in Tough Times, COVID-19 as an example;
Avoid usless conflicts

Course content

3 sections • 26 lectures • 42m total length

Introduction to Strategic Thinking0:39
Explore the difference between strategy and tactics and learn how strategic thinking applies to business and crisis situations, guiding decisions in normal conditions and during crises.
Strategic thinking definition1:11
Strategic thinking is a future-oriented managerial skill that sets present steps to achieve goals, aligns organizational goals with the vision, and optimizes resources amid market changes.
Strategic thinking In a time of crisis1:16
What has got you here won't get you there.0:55
Explore nine tips for strategic thinking in crisis; what has got you here won't get you there. Change thinking as conditions change and planning with strategic thinking to win.
Fun break!0:29
Fun break to avoid getting bored :)
Differentiate between operational and strategic1:15
Questioning the Operational Indications1:43
Differentiate operational from strategic management and question false indications to prevent short-sighted decisions and preserve growth amid a broad global view, as shown by Nokia's 2013 example.
lead, split, and switch off the noise.1:09
When to think inside the box2:47
Learn when to think inside the box to manage crisis while forecasting the future requires outside-the-box creativity, applying constrained, rule-based actions like early social distancing to minimize losses.
Stay awake.1:35
Strategic leaders must stay awake and think three years ahead to forecast the post-crisis world, anticipate new consumer needs, and craft a lasting strategy rather than reacting tactically.
Indications to be considered by the leaders during a global crisis as covid-192:50
Leaders analyze three indicators during covid-19: identify worst-affected sectors, assess disruption depth and duration across operations, finance, sales, HR, and supply chain, and monitor recovery, policies, and demand.
Quiz - Fun break0:22
Take the quiz and review the course to reinforce strategic leadership and crisis management concepts, and recognize that your feedback is tremendously important.
Strategic Thinking

Leadership in Tough Times, COVID-19 as an example;2:08
Coordination, participation, and team building to face a crisis;2:13
Leaders coordinate and foster teamwork to boost communication and reduce conflict. They participate, influence, and respond to demands, showing leadership that works across time and situations, especially in pandemics.
Task-oriented vs. relation-oriented leadership in a crisis.2:43
Transparent and decisive leadership in a crisis.1:34
Focus on employees.1:51
Prioritize protecting medium and long term results by focusing on employees as the most valuable asset, while safeguarding health, happiness, brand reputation, financial management, and supply chains through internal communication.
Clear communication in a crisis.0:46
Learn to communicate openly, fast, and transparently during crises, informing customers, employees, suppliers, investors, and regulators about service continuity and contractual impacts to protect brand reputation.
Consideration of Human capital while reshaping the financial plan.1:15
Reshape the financial plan by testing scenarios, increasing capital if needed, and seeking support from investors or government, while prioritizing human capital and safeguarding reputation during crisis.
Lead the change.1:08
Coordinate with suppliers and develop recovery plans to mitigate covid-19 disruption and protect production commitments. Restructure the supply chain, explore digital ecosystems and new collaborations to build sustainable, solution-focused alternatives.
Ask better questions1:42
Proactively manage crises by keeping crisis systems up to date and planning for multiple scenarios. Ask targeted questions to evaluate resilience and safeguard employee health and well-being during the pandemic.

Damage Control in Crises like Pandemics1:58
Damage control in crises like pandemics emphasizes early detection and transparent, calm leadership to minimize financial and reputational losses, turning threats into opportunities through a unified, honest response.
Blame and Resentment1:44
Avoid useless conflicts1:52
In strategic leadership and crisis management, companies should challenge attacks rather than appease attackers, and engage loyal customers and suppliers to win the audience that will back them.
Make them stop attacking you2:42
Contrast public relations with crisis management to show how corrective actions prevent attacks and reputational damage.
Case study: Damage Control for a Crisis and Change Management2:28
Identify crisis management signals from Tyco International's case. See how the CEO replaced most of the board, reshaped culture, and aligned stakeholders to enable radical, long-term change.

Requirements

Description

Due to the current global crisis, we all need -like never before - to question ourselves, our way of thinking, and our way of doing duties and achieving goals.

Are we doing what is necessary to suit the profound change happening in the world?

Do we even really need to do what we do now?

Perceptive individuals realize that we are facing unprecedented obstacles and challenges due to a rapidly changing world. The current global pandemic has only accelerated the change in our already fast-paced lives.

Is it time for a change? The answer is a resounding “yes!”

But why do we need to change? How are we supposed to accomplish this change? And most importantly…what do we specifically need to change?

The keys to answering these questions are what you are going to learn in our new course (Crisis management).

In this course, you will learn strategies and tactics that you can examine and implement directly to make you and your company deal better with the current crisis.

On the personal side, learning to think strategically allows you to stand out from the crowd and be ready for the next move.

Business Decode is dedicated to producing high-quality courses with the vision to make business knowledge simple, understandable, and entertaining at the same time. This is exactly what Rami Salahuddin is providing in this essential course.

In this course, we will be covering the following subjects:

1- Strategic Thinking in Pandemics

2. leadership in challenging times.

3. Damage control.

The course will be entirely online.

Who this course is for:

Business students
Managers
Business owners
Entrepreneurs
Anyone need to deal better with a crisis.

Strategic leadership and Crisis Management

What you'll learn

Explore related topics

Course content

Strategic Thinking In Hard Times12 lectures • 16min

Leadership in Tough Times9 lectures • 15min

Damage Control5 lectures • 11min

Requirements

Description

Who this course is for: