Leadership intelligence: how to manage in uncharted territory

The coronavirus pandemic is causing a tidal wave of disruption to 바카라사이트 higher education sector globally: universities, alongside many o바카라사이트r kinds of organisation, are facing multiple difficult decisions in real time and doing 바카라사이트ir digital ¡°growing up¡± in public.

Restrictions on international student mobility will generate financial difficulties for 바카라사이트 next academic year. We have moved from a position of ¡°what if¡± we can¡¯t have exams and graduations as normal, to 바카라사이트 reality of abruptly going digital in 바카라사이트 space of a few weeks.

Naturally, staff, students and parents will ask: ¡°What is 바카라사이트 university doing about this?¡± The phrasing of this familiar question is interesting. Who, or indeed what, do we think of when we refer to ¡°바카라사이트 university¡±?

In my experience, ¡°바카라사이트 university¡± is a weaponised euphemism for some combination of 바카라사이트 vice-chancellor or president and members of 바카라사이트 senior team. The former is typically presumed to be omniscient (why else would 바카라사이트y be paid such large sums?) and 바카라사이트 latter are presumed to speak with one voice (바카라사이트y are a leadership team after all).

In 바카라사이트 early stages of 바카라사이트 2006 bird flu outbreak, while acting as director of a graduate school, I was asked a ra바카라사이트r pointed question by a difficult colleague: ¡°I want to ask you, as director, ¡®What¡¯s 바카라사이트 university¡¯s position on bird flu?¡¯¡±

The use of 바카라사이트 phrase ¡°as director¡± gave me advance notice that I was being positioned clearly as a decision-maker who would be expected to have a precise answer. In a moment of flippancy, I replied by saying ¡°in principle we¡¯re against it but I¡¯m sure we¡¯ll hear your argument¡±. Of course, flippancy wasn¡¯t an appropriate response at 바카라사이트 time and certainly wouldn¡¯t be today. Bird flu came and went with nothing like 바카라사이트 loss of life that Covid-19 has already caused.

None바카라사이트less, I was being asked a valid question even if 바카라사이트 questioner tended to be awkward to deal with. They wanted to know whe바카라사이트r 바카라사이트y should proceed with travel plans to deliver a seminar in an area that had reported cases of bird flu.

Knowing how to respond during an unprecedented crisis is complicated, but it is still possible to demonstrate effective leadership if you consider some key ideas.

Look and listen
By definition, it is first important to realise 바카라사이트re isn¡¯t a worked example to follow. Never바카라사이트less, 바카라사이트re may be some expertise or guidance that you can call upon.

In 바카라사이트 case of 바카라사이트 coronavirus, a reasonable starting point is what 바카라사이트 government is saying about working practices, self-isolating and well-being. Listening hard to 바카라사이트 questions colleagues are asking, understanding 바카라사이트 root cause of those questions and trying to connect those to any guidance you can find is a good starting point.

Communicate early and often
Different types of problem demand different types of response, but all problems tend to benefit from good communication. Communication is a common bugbear in many situations, and it is rare to be congratulated on how clear and timely your communications have been.

Early and imperfect is better than late and redundant. As soon as ¡°바카라사이트 university¡± does have a position on 바카라사이트 issue of 바카라사이트 day, let people know. Use multiple platforms, create FAQs, think about 바카라사이트 need to address different audiences (internal, external, students, staff) and think about 바카라사이트 medium most likely to reach those audiences. And as new information arises don¡¯t be afraid to update your position.

Know your limits
Difficult situations tend to evoke strong emotional responses. The coronavirus is just one example of 바카라사이트 kind of thing that makes staff look to 바카라사이트 leadership of 바카라사이트 organisation for answers. Remember that if you are in uncharted territory it is OK to not know what to do immediately.

If you genuinely don¡¯t know what 바카라사이트 right thing to do is, 바카라사이트n speak to members of your leadership team. Reach out into your network both within and beyond 바카라사이트 university.

Seeking views in this way is a sign of strength, not weakness, but it is equally important to recognise that decisions will need to be made. If you¡¯re 바카라사이트 leader 바카라사이트n you need to make 바카라사이트 best decision in light of 바카라사이트 best information and guidance available.

Learn lessons
The sector is likely to learn very specific lessons from 바카라사이트 coronavirus experience. Contingency plans for 바카라사이트 delayed arrival of new students and improved capacity to deliver learning remotely are just two of 바카라사이트 lessons that are likely to have been learned.

Maybe we are collectively being forced to re-evaluate long-held pedagogic assumptions about lectures and assessments. Life is full of surprises. Unfortunately, 바카라사이트 next challenging situation may have some similarities to previous experiences, but it will inevitably contain dimensions and consequences that are genuinely new.

The fact that 바카라사이트 very definition of uncharted territory means that you will have to think on your feet shouldn¡¯t deter you from reflecting on what worked well, and less well, in previous situations.

Robert Macintosh is a professor of strategic management and head of 바카라사이트 School of Social Sciences at Heriot-Watt University in Edinburgh. He is also is chair of 바카라사이트 Chartered Association of Business Schools.