Dr. Richard Winters

Totally. Our best leaders are able to adapt to both circumstances. And so we have leaders who can step up really well in crisis. And then when all of a sudden the crisis goes away, they're still trying to command and control and be the general. And that doesn't work so well.

And then we have other leaders who may be really good at bringing lots of groups together and getting lots of different perspectives and really bonding with groups. But that doesn't work so well in crisis. And so our best leaders adapt. Actually can do both of those. They sense the environment and they evolve and kind of flow with the environment.

And then we have other leaders who may be really good at bringing lots of groups together and getting lots of different perspectives and really bonding with groups. But that doesn't work so well in crisis. And so our best leaders adapt. Actually can do both of those. They sense the environment and they evolve and kind of flow with the environment.

And then we have other leaders who may be really good at bringing lots of groups together and getting lots of different perspectives and really bonding with groups. But that doesn't work so well in crisis. And so our best leaders adapt. Actually can do both of those. They sense the environment and they evolve and kind of flow with the environment.

Yeah, I think that they're sensing the environment. And so there's like different sort of processes and protocols, things that kind of pop into my mind that help me make sense of the situations. And there's a framework called the Kenevan Framework that's been very helpful for me. And that came out of David Snowden. And that was published in HBR, Harvard Business Review, probably early 2000s.

Yeah, I think that they're sensing the environment. And so there's like different sort of processes and protocols, things that kind of pop into my mind that help me make sense of the situations. And there's a framework called the Kenevan Framework that's been very helpful for me. And that came out of David Snowden. And that was published in HBR, Harvard Business Review, probably early 2000s.

Yeah, I think that they're sensing the environment. And so there's like different sort of processes and protocols, things that kind of pop into my mind that help me make sense of the situations. And there's a framework called the Kenevan Framework that's been very helpful for me. And that came out of David Snowden. And that was published in HBR, Harvard Business Review, probably early 2000s.

And it's a way of looking at the decisions that we're making and choosing the right process for those decisions. And so we are very comfortable making decisions in situations where it's common sense. We all agree we've been there before and we've done that before. We know what to do. And we have best practices for that. That is not an issue.

And it's a way of looking at the decisions that we're making and choosing the right process for those decisions. And so we are very comfortable making decisions in situations where it's common sense. We all agree we've been there before and we've done that before. We know what to do. And we have best practices for that. That is not an issue.

And it's a way of looking at the decisions that we're making and choosing the right process for those decisions. And so we are very comfortable making decisions in situations where it's common sense. We all agree we've been there before and we've done that before. We know what to do. And we have best practices for that. That is not an issue.

The issue comes when we start to be in this environment where things are changing. And if you get a group of your friends together, a group of your colleagues together, actually, we would all disagree about what's going on, what information to consider, what are the possible outcomes, those sorts of things. And so leading during those times, that's difficult.

The issue comes when we start to be in this environment where things are changing. And if you get a group of your friends together, a group of your colleagues together, actually, we would all disagree about what's going on, what information to consider, what are the possible outcomes, those sorts of things. And so leading during those times, that's difficult.

The issue comes when we start to be in this environment where things are changing. And if you get a group of your friends together, a group of your colleagues together, actually, we would all disagree about what's going on, what information to consider, what are the possible outcomes, those sorts of things. And so leading during those times, that's difficult.

And during those times, there are times that we need to make decisions right away. There's times where we have a few weeks or a month or so to try to figure this out. And so for me, as I think about that, as I'm in a meeting and individuals are disagreeing and emotions are running high, I know that this is probably not the time for me or for my colleagues to say what they think should go on.

And during those times, there are times that we need to make decisions right away. There's times where we have a few weeks or a month or so to try to figure this out. And so for me, as I think about that, as I'm in a meeting and individuals are disagreeing and emotions are running high, I know that this is probably not the time for me or for my colleagues to say what they think should go on.

And during those times, there are times that we need to make decisions right away. There's times where we have a few weeks or a month or so to try to figure this out. And so for me, as I think about that, as I'm in a meeting and individuals are disagreeing and emotions are running high, I know that this is probably not the time for me or for my colleagues to say what they think should go on.

It's more a time to kind of sit back and think about how to best lead in those sorts of circumstances.

It's more a time to kind of sit back and think about how to best lead in those sorts of circumstances.

It's more a time to kind of sit back and think about how to best lead in those sorts of circumstances.

Let's break it down into the two different situations. One is, and this is the most common thing that's going on, is that we have this just a really prickly decision that we need to make as a group. That can be, how are we going to allot resources? How are we going to change our schedule? How are we going to meet customer demands?