From The Hill
We know a lot about how leaders can launch a nimble response to a fast-moving crisis. They need to do rapid sense-making by convening the best experts to collect and digest emerging data and information. They must be frank and transparent about what they know and don’t know about the situation and communicate clearly and continuously about what they are doing to respond. The best leaders also convey empathy for what their people are experiencing, and extend care and reassurance in uncertain times.
Most of all, leaders need to encourage and steer rapid scale innovation. Crises are fast-moving and laden with uncertainty. Decisions must often be made without full information and strategies have to be adapted to quickly changing circumstances. To mount a nimble crisis response, leaders must create the conditions to empower many people everywhere to help solve the problems at hand and push the best ideas forward to execute at scale.
In nimble organizations, the people who generate new ideas are entrepreneurial leaders, while the people who help them do what needs to be done are the enabling leaders, and the people responsible for high-level vision, strategy and resource allocation, as well as for collecting and disseminating information about the situation, are the architecting leaders.