Flow of facilitating: Leading in Crisis

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Flow of facilitating: Leading in Crisis by Mind Map: Flow of facilitating: Leading in Crisis

1. Introduction/overview

1.1. Start by introducing yourself

1.1.1. remind them of how you've work with them

1.1.2. have something ready to say about COVID

1.1.3. Remind them of what you talked about in their individual sessions

1.1.4. Something about how great they are as a team that they are taking time to really approach the crisis thoughtfully as leaders

1.2. Round robin name, role, reference profile, hopes for the session.

1.3. Get the most out of virtual session

1.3.1. Zoom: practice the tools briefly

1.4. Why we are here

1.4.1. Zoom discussion: How are you pivoting the business and rightsizing the workforce?

1.5. Leading in crisis discussion

1.6. The risks

1.7. Agenda for next 90 minutes

2. Close

2.1. Leave with a PLAN

3. Concept introduction: Unfreeze Your People

3.1. Frozen workforce

3.2. Drive Productivity

3.3. Motivate Employees

3.3.1. Use the inspire tools Good time to upsell further work

4. Deeper Dive: Identify the teams/individuals doing the work and identify strengths and gaps

4.1. Recovery blueprint: 1 priority and execution teams

4.1.1. Leave Slideshow mode to write in the slide

4.1.2. Facilitate the discussion what does the strategy mean in their own words who in their company, or which teams will be the ones who have to make that work happen? WHO IS ACCOUNTABLE

4.1.3. Then: Narrow down to just one team to analyze once the discussion is completed

4.1.4. Return to slideshow mode at end of discussion

4.2. Target the talent aligned to the strategy

4.2.1. Use the buttons on the Target Talents aligned to the strategy slide to select the slide that follows You will select the slide that describes the type of need identified in the previous discussion. eg: If the targeted strategy falls in the Producing quadrant, click the Producing button to show the type of people that will be good at the required tasks.

4.3. Zoom Discussion: What strengths can be leveraged to do this work? Where are the gaps and concerns that need to be addressed How will you ensure strengths are leveraged and gaps are addressed?

5. Your team's style

5.1. Introduce the 4 Leadership Styles

5.2. Go into the software (circles) to show the team and discuss the following

5.2.1. Show that the team is spread across x number of quadrants - and that's not only OK it's good.

5.2.2. Show the kind of team they are and click on Learn More to describe the team.

5.2.3. DISCUSS: Strengths and blind spots they might have using Zoom and phone discussion. Start with strengths, then blind spots.

5.3. Wrap Up/Transition

5.3.1. Leave teams and go to Individuals

6. Concept intro: People and work to be done

6.1. two sides of the same coin

6.2. the team doing the work

6.3. the work that needs to be done

6.4. Check for understanding ask for questions - chat or phone

7. Your individual leadership style

7.1. Overused Strengths

7.2. Leaning on strengths can be effective

7.3. Leaning on strengths can be counter productive

7.4. Reference Profiles in Quadrants

7.4.1. If not doing the reference profiles, substitute with... Each of you has a preference for one of these Leadership Styles based on your behavioral makeup.

7.5. Tips to increase leader resilience: Example: Exploring Leaders or replace with a different type if you want.

7.5.1. Normal behavioral style

7.5.2. Crisis behavioral style

7.5.3. Tips to increase resilience

7.6. Behavioral Emphasis

7.7. Go to the software

7.7.1. Show the individual preferences for each quadrant in the software using the bar graph

7.7.2. Zoom discussion: Select one individual and ask how their own style resonates with them Ensure everyone writes down their strongest leadership type (some people may have more than one)

7.7.3. Leadership Resilience breakout room directions: Make sure everyone is clear about what the conversation will be and what they need to come back with.

7.7.4. Zoom Breakout Rooms Use the Leadership Resilience Guide pgs to help participants drive the discussion

7.8. Debrief

7.9. Transition

8. Realign Your Operations [concept]

8.1. Talent Misalignment

8.2. Two sides of the same coin: Team doing the work

8.3. Two sides of the same coin: Work to be done

8.4. Target the talents aligned to the strategy

8.4.1. Describe how there are strategies that align with each quadrant, just as there are leadership styles that align to the quadrants

9. Identify top priorities and then narrow down to 1 to deep dive

9.1. Go to the Software open strategies.

9.1.1. Remember the checklist I gave you to pick 3 important strategies now decide which you think is the MOST IMPORTANT strategy to pursue

9.1.2. Zoom: Chat in the strategy you think is most important or go round robin on the phone. Each person will give you one Discuss what these strategies mean to the business Ask the group to select one that they can all agree is a critical, must-do strategy in this time or crisis. You will use that to continue

9.1.3. You must have one strategy selected at this point. If you have to, get the CEO's choice.