What distinguishes a crisis leader
Psychological and behavioral profile. Qualities that are not visible in normal operation, but decisive in a crisis: calmness, decisiveness and the ability to act even with incomplete information.
Course · Leadership in crisis
Leadership for a crisis: how to choose a person to lead a team
Crisis preparedness starts with people in leadership. The course is for CEOs, HR and HR professionals who need to know who can lead a team in crisis situation. Pracujeme s modelovými situacemi, OODA loop a After-Action Review.
1 day
8 hours of program
6–15
Management personnel
Practice
Extras and debrief
For HR
Tools for selecting 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.
Management and HR will learn to recognize who is to lead crisis staff and who communicates, and how to get from confusion to a decision faster.
- 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 will help the team act before incomplete information becomes paralysis.
- 03
Divide the 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 with incomplete information
OODA loop (Observe-Orient-Decide-Act), 70% decision principle. When to wait and when to act. Practice on decision-making scenarios.
Delegation in chaos
Clear terms of reference, checkpoints and authority to escalate. How to build a crisis team: who does what and who has a direct line to the leader.
Communication under pressure
With staff, media, IZS and families. How to craft a message that people understand the first time. Rules of crisis communication with the media.
After the crisis: debrief and lessons learned
Army Model After-Action Review. How to evaluate without blame what worked and what didn't and how to adjust processes accordingly.
Selection of leaders in the team
Tools for HR and CEO: behavioral interview, situational judgment tests (SJT) and simulation assessment. We are based on what worked in the units where our lecturers served.
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 break and discussion of participants' cases
- 12:00–13:00
Lunch break
- 13:00–15:00
Model situation with extras (3 rounds and debrief)
- 15:00–16:30
Communication under pressure, crisis brief
- 16:30–17:00
After-Action Review and main conclusions
Who will the course help the most?
CEOs and business owners
Decision-making under pressure, when it comes to people and the company, and responsibility for the first minutes of a crisis.
HR and HR professionals
How to know who can handle a crisis situation and who not to send to it when selecting leadership roles.
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, handing over the situation to the IZS components and leading the team when communication breaks down.
Leadership under pressure
Footage from the program: briefing, model situation with extras and After-Action Review.
Frequently asked questions
Who is the course intended for?
For those who decide in the organization who will lead the team or the crisis team. Most often, these are CEOs, HR directors, security managers and heads of major departments.
How does the course differ from regular leadership trainings?
Normal leadership training teaches you to lead people in normal operation. We teach what makes decisions when normal operation fails: pressure, incomplete information and emotions. The lecturers have experience from foreign missions and intervention operations.
What will I take away practically from the course?
Specific frameworks (OODA, MARCH for people, After-Action Review), tools for selecting leaders in your HR process, a set of practical scenarios for your own team building and a crisis communication checklist.
Can we order the course as a closed group for top management?
Yes, most courses work like this. We will first review your organization and typical risks, then adjust the program accordingly. The course can take place at your place or at our training ground.
Leadership for a crisis in your leadership
Send us a brief inquiry. We will customize the program for your organization. It is usually a closed group of leaders of one company or institution.
- Dlouhá 730/35, 110 00 Prague 1
- info@gbhdefence.com
- +420 252 548 480