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Course Outline
Module 1:
Excelling in Leadership Under Pressure & Stress
Day 1:
Personal Leadership Skills for Handling Pressure & Stress
- The impact of stress on the body, mind, and spirit.
- Holistic approaches to managing stress.
- The connection between mind and body.
- Personality styles and their responses to stress.
- Understanding stress responses in Introverts and Extraverts.
Day 2:
Enhancing Communication Skills In Times of Stress
- Identifying passive and aggressive responses.
- Assertive communication during high-pressure situations.
- Managing conflicts during stressful periods.
- Giving and receiving criticism during tense moments.
- Resolving conflicts constructively under pressure.
Day 3:
Leading with Confidence During Challenging Times
- Adapting to sudden changes.
- Guiding others through unexpected shifts.
- Recognising symptoms of short-term and long-term stress effects.
- Motivating yourself and your team under pressure.
- Building confidence during stressful times.
Day 4:
Improving Leadership Effectiveness in Managing Crisis
- Utilising creativity during a crisis.
- Identifying opportunities for change within a crisis.
- Encouraging the team to seek creative solutions.
- Practicing creative leadership when facing a crisis.
- Removing barriers to creative problem-solving in a crisis.
Day 5:
Developing & Training Your Team to Handle Pressure, Stress, and Crisis
- Training and developing employees to manage stress and pressure.
- Stress handling techniques for leaders and their teams.
- Helping the team recognise the positive aspects of workplace change.
- Implementing creative problem-solving skills for your team during a crisis.
- Developing a personal action plan.
Module 2:
Strategic Crisis Management
Day 6:
Preparation Before the Event
-
Understanding Crisis Management
- Strategies for managing a crisis.
- Recognising that every crisis contains both seeds of success and roots of failure.
- The mindset of a Crisis Manager.
- Considering the range of risks: Natural/Environmental hazards; Technological failures (utilities/product/process/plant loss); Human error; Sabotage; and Terrorism.
- Crisis Manager roles and responsibilities - managing issues before they escalate into a crisis.
- Identifying internal and external stakeholders who should be involved.
- Evaluating organisational risks and vulnerabilities; considering worst-case scenarios.
- Understanding 'denial-curve' and 'group-think' syndromes.
- Determining who takes the lead in the 'hot-seat'.
- Case Studies: Why do some companies fail while others survive?
Day 7:
Pre-planning: Who and What Else Should Be Considered?
-
Ownership of the mitigation process
- Self-evaluation questionnaires.
- Developing and Implementing Emergency Plans.
- A twelve-point checklist covering the entire planning process.
- Mutual Aid arrangements.
- Company-wide strategic contingency plans.
- Service or departmental specific plans.
- Building evacuation plans.
- Crisis Management and Communications Emergency Centre/s.
- Developing and implementing a Business Continuity Management (BCM) strategy.
- Business Impact Analysis. Case Study and Workshop.
Day 8:
Dealing with a Crisis: The 'Communications' Perspective
-
Command and Control Issues
- Operational level (at the scene).
- Tactical level (at the forward control point/incident command).
- Strategic level (boardroom/emergency operations centre).
- Essential elements for success in On-Scene Crisis Management.
- Reputation Management - Managing the Media. 'How to' sessions include:
- Organising a Press Conference.
- Conducting Radio and Television Interviews.
- Case Study Exercise: Crisis Communications Strategy. Develop a crisis communications strategy and action plan based on a given scenario.
Day 9:
Incident Management & Aftermath
- Alerting and Warning. Case Studies. Potential successes and failures.
- Case Studies: Texas City Disasters (1947 and April 2005).
-
Major Incident Simulation - Role Playing Workshop
- Syndicate selection.
- Reporting back.
- Potential Psychological & Welfare issues in Crisis Management.
- Strategies to improve staff morale and confidence in the process.
- Psychological effects during and after an incident involving injuries or worse.
- Caring for yourself and your staff.
- Questionnaire: Are your batteries in good condition?
Day 10:
Leadership Behavior and Behavioral Safety
-
Validating plans and procedures
- Discussing the four types of exercise.
- Maximising the value of an exercise.
- Post-incident evaluations.
- De-briefing skills - managing both hot and cold de-briefs.
- Keeping all 'stakeholders' informed.
- Prioritising recommendations.
- Examples of critique questionnaires.
- Writing critique reports, executive summaries, and recommendations.
- Closing the loop. Continuing the process.
- Case Study.
- Open Forum (time permitting).
70 Hours
Testimonials (2)
training and feedback
Jochen Jung - Bachem
Course - DZM – delegating tasks and motivating employees
Promoting the interaction between people.
