The worst day
Leading through Crisis and Repair.
A day on the moment everything goes wrong: being ready, knowing who is in charge, deciding and speaking under pressure, then telling the truth and rebuilding trust.
- Level
- Immerse
- Learning time
- 9 hours 30 minutes
- Where
- Complexity, decisions and innovation
- Price
- £249
When you step up to a higher level, what you paid in the last 12 months for lower-level courses inside the bigger course comes off its price, in proportion to how much of each is inside it, whichever topic it's from. Courses at the same or a lower level don't give credit against each other. A Focus course or above always costs at least £15. Read the full terms
Certificate of Completion, or Certificate of Completion and Assessment with a short assessment
Overview and Outcomes.
Who It's For
Top teams, duty officers, directors and board members with crisis responsibilities
Overview
This one-day programme follows a crisis from before to after. It starts with being ready: Boin and colleagues on threat, urgency and uncertainty, Grint's tame, wicked and critical problems, the Civil Contingencies Act 2004, resilience across the UK and Wales, and Cascio's BANI framework. It then asks who is in charge, through strategic, tactical and operational command, JESIP and Storm Dennis in Rhondda Cynon Taf. Next comes deciding and speaking under pressure: Klein's recognition primed decision model, Captain Sullenberger's 208 second decision, the Delphi Method for group forecasting and the CERC principles for communicating with care. Finally it turns to repair: public inquiries, the duty of candour and the proposed Hillsborough Law, the anatomy of an apology, a ninety day trust repair, and cases from Salisbury to the CrowdStrike outage.
Aims
This programme aims to develop leaders who are ready before a crisis hits, clear about who is in charge, and able to make decisions they can defend and communicate in ways that are timely, credible and humane, then lead an honest repair that rebuilds trust with the public, partners and their own teams.
In summary, you will be able to:
- Explain how command, control and co-ordination work under the Civil Contingencies Act 2004 and JESIP, and where your organisation and role sit within them.
- Apply recognition primed decision making, a decision log and the CERC principles to make defensible decisions and communicate timely, credible and humane messages under pressure.
- Plan an honest repair after things go wrong, using the duty of candour, the anatomy of an apology and a ninety day plan to rebuild trust.
What you'll develop
By the end of this Immerse, you will be able to:
- Judge whether management, leadership or command fits a tame, wicked or critical problem, following Grint's argument that command fits the problem, not the person.
- Apply the matching Positive BANI counter-posture to each letter and check that a chosen response fits the problem you have named.
- Apply the discipline of the decision log and the five first-hours questions when acting as a strategic leader.
- Assess when to rely on recognition rather than structured comparison, including the checks to run before trusting it.
- Apply the CERC principles and the lessons of the Welsh Covid-19 case to communicate consistently, own reversals and hold four audiences at once.
- Use the habits of saying sorry early, explaining honestly and learning visibly to strengthen candour and learning in your organisation.
- Distinguish a real apology from a non-apology, and use the five elements and six steps to plan an apology that holds.
- Plan a ninety day trust repair that separates what is yours to own from what is systemic, while caring for yourself after a mistake.
Built from 8 parts.
9 hours 30 minutes of learning.
- 01Ready before it hitsCrisis foundations and the Civil Contingencies ActBitesize · Crisis and Emergency Leadership3 modules
- 02Who is in charge?Command, control and JESIP multi-agency workingBitesize · Crisis and Emergency Leadership2 modules
- 03Clear heads, clear wordsDecision making and communication in a crisisBitesize · Crisis and Emergency Leadership2 modules
- 04Telling the truth afterwardsAccountability, candour and crisis case studiesBitesize · Crisis and Emergency Leadership2 modules
- 05Saying sorry wellThe anatomy of an apologyBitesize · The Apology Lab1 module
- 06Repair in practiceRepairing trust in teams, organisations and yourselfBitesize · The Apology Lab1 module
- 07Leading through the stormLeadership and resilience case studiesBitesize · Resilience, Wellbeing and Adaptability2 modules
- 08Calm heads, clear callsNaturalistic decision making and Delphi methodBitesize · Solving Complex Problems and Decision Making2 modules