Mini tasks to assist in developing perspectives, orientations, and practices to ride the storm of the pandemic.

We are in the midst of relentless uncertainty and change in our organisations, and there are no simple answers. On this high-energy journey we introduce you to the 13 essentials tasks to make sense of your world and to navigate organisational turbulence.

Each task is a discrete module, so you may hop on and hop off as you see fit, and grab the tools and perspectives you need most in your current situation. But if you want to build solid crisis capability, we recommend that you go the whole way

Get a grip on reality

What is happening in your organisational world, right now?
The first task is to get real - what does your organisation face? What does it need right now? Where must you focus?

* Resolve organisational issues faster and more effectively.
* What are the kinds of issues organisations face? How do you become clear about what you need to shift?
* Issue-centricity - be careful and deliberate about what you do right now, because you don't have time to waste on less important stuff

Steady yourself

Stop! Become more present. Breathe. Pay attention. Be ready. You can make a better contribution if you steady yourself.
When in crisis, we often revert to our least effective and healthy selves. We are stressed out, easily lose our cool, make impulse decisions, and get in our own way in a variety of ways.
How can you show up in a more helpful way?

* Practices for pausing, centering, grounding … how to slow down, even if it looks like you don’t dare slowing down
* Understanding how you show up in crisis … and what is helpful, and what less so: good habits, bad habits
* Finding your compass: your purpose, values, contribution

Get the right people involved

Who are in the boat with you? What issues do they see? Who else needs to get involved to move things forward?
Are we trying to do too much, all at once? Can we sharpen our focus?
How ready is everyone to make their contribution? What can we do to enable a concerted effort?

* Practice: Framing your critical issues to make them more manageable
* Tool: Stakeholder mapping and analysis
* Circle of Influence

Make sense of where you are

You need to make sense of where we are, now, and how various issues are playing out. You need a map, but not the old kind of map, because these are unchartered waters.
If you know where everyone is on the landscape, you will have a better idea their possible next moves.
Make sense of what has happened so far, where and how issues get stuck and remain unresolved, and what could we do next.

* Framework: Learn a simple yet effective way of making sense of your organisational reality.
* Tool: Explore how different stakeholders are involved in the organisation's issues - what is holding them back, how they are at odds with each other, and what could be done to ensure a coherent effort.

Agree on what we want to achieve

You want to help, but not everyone may agree on what is helpful. Get agreement, so that everyone knows what to expect from each other and themselves so that we can act coherently.

What are we focusing on, and what not? What is my job here, and what not?

* Process: Reaching agreement on the issues we want to resolve as a matter of priority.
* Reaching agreement the roles everyone need to play, and what we can expect from each other.
* Get clarity about what you, yourself, can and cannot do, and set clear boundaries - this is perhaps even more critical when you think you should be doing everything anybody wants from you.

Choose what to do

You have decided what issues must be resolved most urgently, and what outcomes you want to pursue. You can jump in with "solutions"and do the first thing that comes to mind you can pause, even in the midst of a crisis.
What do you want to achieve here?
For whom, and with whom?
By asking the right questions upfront, you can be much more deliberate about what you do when you get people together.

* A methodology to select critical interventions that will save you time and money.

Be practical

Be sensible. The organisation needs to make it. There is a budget - whether a crisis budget or a recovery budget - and you need to use it well.
We don't need to say it, but we will anyway: There is no money for pet projects. If you do something, it needs to impact the bottom-line and the sustainability of your organisation.
Remember also that to do nothing could be even more costly! Understand, and be prepared to argue for, the value of whatever investment you propose.

* Understand the implications of where we invest time, energy and resources.
* Make the case for the critical investment of money, time and energy.
* Explore ways to come up with ideas that will assist in sustaining your business as well as your employees.

Get everyone going

There are many ways to get people to work together to resolve issues, and unfortunately, in a crisis we often revert to the worst of these: commanding people and bossing them around. In no time they will become even more disengaged and disheartened.
By engaging with people in good faith, starting from the assumption they they want to contribute, you can make things a lot easier for yourself and everyone around you.

Find out how to listen to them, notice what will spur them into action, and help them to reflect realistically on how things are going.
Being able to successfully convey messages in person or electronically is a skill most take for granted.

* A process for effective crisis change communication.
* Tools to ensure clear, purpose-driven interactions to help resolve conflict and confusion.
* An orientation towards engagement and working together as adults who are all invested in getting through the storm.

Be lekker

These are stressful, uncertain times. We are all tense, trying to do the best for ourselves, family and work. Conflict will arise, and conflict is necessary - the last thing we need is to blunder like lemmings towards the cliff because nobody was willing to voice a different opinion.
We can engage in healthy conflict, or we can fall back into our worst, most aggressive and defensive habits. You have a choice. It will have an enormous impact.

* A process for effective crisis change communication.
* Tools to ensure clear, purpose-driven interactions to help resolve conflict and confusion.
* An orientation towards engagement and working together as adults who are all invested in getting through the storm.

Be stragile!

Okay, so you can't see very far ahead.
You are here now, and you have to figure out the next move, and then the next, and the next …
This does not mean that you can't, and shouldn't be strategic. It's more important than ever. Just rethink what it means to be strategic and agile at the same time - develop Stragility!
This is about making sure that we are able and empowered to make the right decisions at the right level, to that we can quickly respond to developments inside our organisation and in our environment.

* Explore the basics of complexity, and the kinds of choices and decisions available to us
* Develop rapid scenario thinking - create a map of your option landscape
* Orders of decision-making

Adapt or die

Things are never going to be the same again. In fact, for as far as we can see, they are never going to be the same for any length of time. We need to come to terms with the discomfort of uncertainty, and then find ways to keep moving together.

When we feel we cannot adapt, we feel stuck - we have no agency. By understanding and working with what we know very well about the process of adaptation, we can build the capacity of everyone in the organisation to make necessary change their work, and get on with it!

* One powerful model to make sense of how people go through change and how they adapt - or die! (E&A)
* Key orientations and skills for adaptive leadership and change agency

Embrace resistance

People are resisting. Of course they are! Don't freak out. Resistance is feedback, and it is not like you know everything. People who resist change have good reasons - they are not just being difficult. Work with resistance - it is your friend.

Resistance in organisations takes many forms, and if we become better at spotting it, and understanding what motivates it, we will be less likely to just push harder (which makes matters worse), and to actually engage with and listen to those resisting. If you do this, don't be surprised if those resisting the most become the best champions of change.

* Perspective: Understanding resistance within the context of the change cycle.
* The different faces of resistance, and what they tell you about what you are not seeing clearly yet.
* From resisting to being a champion: key steps and conditions for bring people along on the journey.

Keep going

Stay strong, but remember, you are a human being, so part of being strong is being vulnerable. This crisis and its impact is going to go on for a long time. Get your mind right. Set your heart on the moment, moment to moment. Don’t do stupid, self-destructive stuff, too much (but forgive yourself when you do, and move on).

* Fundamental perspectives and orientations for developing resilience.
* Key practices to stay present and engaged when you want to give up.
* Owning your stuff, getting over yourself, and showing up with your full potential.

Registration form