// LIC Leadership in a Crisis

LIC Leadership in a Crisis

CPD Points: 7
Duration: 7 Hours
Media Type: Clustered Asset
Provider: Academyst (eMedicus Ltd.)


As the NHS is placed under ever greater financial pressure, the likelihood of a crisis developing in any organisation increases, whether a crisis of financial failure, quality & safety concerns, major workforce issues or all of these together. It is imperative that today's leader equips themselves with the knowledge necessary to ensure that an emerging crisis does not evolve into a disaster, along with the trail of destruction that goes alongside it. Although with a solid academic underpinning, this programme is designed to be a highly practical look at just what you need to do if you find yourself in the uncomfortable position of leading in a crisis. Although prevention is better than cure, preparation is the real insurance that a crisis is dealt with sensibly and with the long game in mind.

Understanding crises NHS-style
  • The context of crises today - the emerging precipitators
  • What constitutes a crisis?
  • Crisis versus disaster - know the difference
  • Recognising the danger signals of crisis escalation
  • The distressed environment - understanding the reality
  • The nature of emerging crises - clinical, financial & reputational
  • Fast crises versus slow crises
  • Safe assumptions to drive intelligent choices
  • Adopting a sensible crisis resolution model
  • In it for the long game - not wrecking the future to save the day

People & behaviour in a crisis
  • Critical issues in emotions & behaviour
  • Understanding human reactions using the Kubler-Ross Curve
  • Panic & paralysis - understanding the mechanisms at play
  • Segmenting crisis reactions - knowing who's likely to do what
  • Limbic processing and the loss of emotional stability
  • The adverse role of nihilism in disaster and how to avoid it
  • Emotional intelligence - its loss and adverse effects
  • Stabilising and re-building emotional intelligence

Leading people in a crisis
  • Adopting a crises model of leadership
  • What do people need from leaders in a crisis?
  • Transformational versus transactional approaches – know when to apply which
  • Deploying people intelligently
  • Ensuring that everyone knows what to do and how to do it
  • Appropriate leadership communication in crisis situations
  • Handling further set-backs to avoid further emotional damage
  • How the organisation must behave to take people with it

From crisis to consistent stability
  • Root true-cause analysis - deal with the cause not the symptoms
  • Agreed solutions to commonly understood problems
  • Assembling a crisis coalition to lead resolution
  • How to facilitate consensus
  • A problem shared - innovating and problem solving
  • Agreeing crisis principles - behaviour, communication & solutions
  • The design-implementation approach to crisis resolution
  • Modelling - ensuring that you are doing the intelligent thing
  • Examining a crisis through the ENABLEMENT lens
  • Ensuring capacity to resolve - the importance of time and a platform
  • Taking a shared approach to release of leaders
  • Building longer term capability to avoid future crises

  • Understand the anatomy of a crisis and how they emerge in the NHS
  • Differentiate between different types of crises and how to approach them
  • Fully appreciate and understand the impacts of a crisis on people
  • Learn to spot triggers and flashpoints that turn crises into disasters
  • Develop the ability to lead and support people in difficult times
  • Gain the knowledge, skills and insight to resolve crises intelligently

  • Doctors - Junior
  • Doctors - Middle
  • Doctors - Senior
  • Nurses - Junior
  • Nurses - Middle
  • Nurses - Senior
  • Business & Administration - Junior
  • Business & Administration - Middle
  • Business & Administration - Senior
  • Allied Pros - Junior
  • Allied Pros - Middle
  • Allied Pros - Senior