What distinguishes a crisis leader
Psychological and behavioral profile. Qualities that are not visible in normal operation, but decisive in a crisis — calmness, decisiveness, the ability to accept incomplete information.
Course · Leadership in crisis
How to choose a leader for a crisis situation
For CEOs, HR and HR professionals. What distinguishes a crisis leader from an ordinary manager. Model situations, OODA loop, After-Action Review.
1 day
8 hour program
6–15
Leadership / management
Model girl
With extras + debrief
HR-applicable
To select leaders
A crisis leader is not recognized by the title
Practical impact
A crisis leader can make a decision before he has all the information.
The course helps management and HR recognize who should lead crisis staff, who should hold the communication and how to shorten the path from confusion to decision.
- 01
Pick a person for pressure
You separate the ordinary manager from the person who maintains focus, priorities and responsibility in a crisis.
- 02
Shorten decision making
The OODA loop and the 70% rule help the team act before incomplete information becomes paralysis.
- 03
Compare roles in the staff
Everyone knows who makes decisions, who collects information, who communicates and who monitors the next step.
- 04
Conclude a crisis without blaming
After-Action Review turns errors into process adjustments, not team-finding.
What you will learn
Decision making under lack of information
OODA loop (Observe-Orient-Decide-Act), 70% decision principle. When to wait and when to act. Practical training with decision scenarios.
Delegation in chaos
Clear assignment, checkpoints, escalation authority. How to structure a crisis team, who does what, who has a voice with the leader.
Communication under pressure
With staff, media, IZS, families. How to structure a message so that people understand it the first time. Rules of crisis press communication.
After the crisis — debrief, learnings
Army Model After-Action Review. How to evaluate what worked and what didn't without blaming. Conversion to process update.
Practical choice of leaders in the team
Tools for HR and CEO: behavioral interview, situational judgment tests, simulation assessment. What worked for the units where Adam Schinzel and I work.
One day. Under pressure, not behind the chair
1 day · 8 hours
- 09:00–10:00
Introduction, definition of crisis, role of leader
- 10:00–11:30
OODA loop, decision making under pressure (exercise)
- 11:30–12:00
Coffee + discussion of participants' cases
- 12:00–13:00
Lunch break
- 13:00–15:00
Model situation with extras (3 rounds + debrief)
- 15:00–16:30
Communication under pressure, crisis brief
- 16:30–17:00
After-Action Review, key insights
To whom the course gives the most
CEOs and business owners
Making decisions under pressure when it comes to people and the company — and taking responsibility for the first minutes of a crisis.
HR and HR professionals
How to know when choosing key roles who can handle a crisis situation — and who not to put in it.
Crisis staff managers
Coordination of people and information during an incident — OODA loop, crisis brief and After-Action Review.
Heads of workplaces
Directors in education, health and social services who make the first decisions before IZS arrives.
Safety Directors
Command and communication under pressure, handover of the situation to IZS components and team leadership in the event of a communication breakdown.
Leadership under pressure
Briefing, model with extras and After-Action Review — a close-up day.
Frequently asked questions
Who is the course intended for?
For people who decide in the organization who will be the leader of the team or the crisis team. Most often CEOs, HR directors, security managers and heads of key departments.
How does the course differ from regular leadership trainings?
Normal leadership training teaches communication in normal operation. We teach what makes decisions when normal operation has failed — under pressure, with incomplete information, with emotional stress. The instructors have real experience of combat missions and intervention operations.
What will I take away practically from the course?
A specific framework (OODA, MARCH for people, After-Action Review), tools for selecting leaders in your own HR process, a set of real scenarios for your own team-building and a crisis communication checklist.
Can we also order it as a closed group for top management?
Yes, most courses follow this format. After analyzing your organizational context and typical risks, we will prepare a tailor-made course for you — either on your premises or on our training ground.
Leadership for crisis — for your leadership
Send us a brief inquiry. We tailor programs, usually a closed group of leaders of a company or institution.
- Dlouhá 730/35, 110 00 Prague 1
- info@gbhdefence.com
- +420 252 548 480