RESULTS-DRIVEN AND CRISIS TURNAROUND LEADERSHIP
going gets Tough, the Tough gets going.
weather got Rough, the Titanic got into the sea.
So, in a Perfect Storm, only the
Fittest of the Fittest will survive.”
turnaround leadership cannot be developed over-night. It has to be groomed and nurtured over the years
through a conscientious effort to transform results-driven leadership to crisis turnaround leadership, i.e.
The Ultimate Human Capital. The transition change management needs to pass through three stages of intensive
and purposeful development:
Individual/ organization is publicly embarrassed and mission-critical
success is threatened.
Personal injury, some property loss, possible loss of life, potential for
serious damage to the company’s reputation, or a combination of these and other types of
Loss of life, significant property damage, a perceived threat to the
survival of the company, or a combination of these and other types of
purpose of developing results-driven leadership is to build a pool of talented leaders who can turnaround
different types of crisis through to recovery with the minimum amount of cost and pain. The turnaround
strategy is to manage the transition from crisis to recovery through transparency in communications, caring
and sharing relationships and clarity of values and vision.
advantage can only be achieved through action advantage. Therefore, it is imperative for the leader to
understand ‘Who am I?’ (Self-Awareness), ‘What I know?’ (Self-Development), and ‘What I do?’ (Self-Confidence) to manage the affected people to get the organization out
from the crisis. As such, Results-Driven Leadership can only satisfy Level I and Level II types of Crisis.
However, for Level III Crisis, the situation demands Integrative Leadership who can only be developed through
a conscientious effort to leverage on three types of thinking skills, i.e. Holistic Thinking, Systems
Thinking and Critical Thinking. Holistic Thinking for integration of People, Process and Tools; Systems
Thinking for implementation of process with effective control; Critical Thinking for innovation, resulting in
effective decision making.
results-driven and crisis turnaround leader needs to address three key success
Learning Styles (Activist; Theorist; Pragmatist;
Roles (Thinker-Innovator; Resource Investigator; Coordinator; Shaper;
Monitor Evaluator; Team Worker; Implementer; Complete-Finisher; Specialist).
Self-Development: Project Leadership (Setting
Direction; Aligning People; Motivating and Inspiring; Leading Team; Communicating; Building Relationships;
Facilitating Ethical Conduct; Negotiating; Leading Change).
development of results-driven leadership through to crisis turnaround leadership requires the leader to be
exposed to light-weight, medium-weight and heavy-weight projects:
Light-weight: Test coordination
Medium-weight: Effective and efficient
Integration capabilities of effective leadership to turnaround a crisis.
integrated communication process of managing the transition from crisis to recovery demands minute attention
to creating awareness, ensuring alignment, engaging action, encouraging adoption, enabling assurance and
envisaging risk throughout the communication cycle. This is to ensure that the transition change management
is done with minimum casualties and maximum support. The figure below captures the three barriers to crisis
turnaround strategy, i.e. Crisis Denial caused by managerial complacency (e.g. crisis only happens to others), Hidden Crisis as crisis is explained
away (e.g. crisis happen, but their impact on our organization is
small), Disintegration of Organization because of limited action (e.g. we are so big and powerful that we will be protected from
sure, crisis turnaround leaders are not just transformation leaders or charismatic leaders. They are the
Integrative Leaders who require a new blend of learning, un-learning re-learning