What Organizations Actually Learn
Findings that require a permanent change in somebody's behaviour do not survive. Findings encoded into a form, a threshold, or a scheduled event survive without anybody…
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Stories of Idaho leadership.
Leader profiles, participant spotlights, leadership lessons, and updates from across the Idaho Leaders network.
Rebuilding Trust
Trust returns through accumulated small instances of doing what you said, on a timeline you do not control. Announcements do not accelerate it and reliably set…
Read →Accountability Without Scapegoating
Locating a person ends the inquiry, which is precisely what makes it attractive. The test is whether a competent replacement in the same system would have…
Read →The After-Action Review
Ninety minutes, held within three weeks, run by somebody who is not the senior person. Reconstruct the timeline before anybody explains anything, and produce three fixes…
Read →The Part Everyone Skips
The window for institutional learning opens when the situation ends and closes within weeks. Almost every organization spends it recovering, and then relearns the same lesson…
Read →When the Crisis Is a Person
An allegation against someone inside the organization is the hardest situation a leader faces, because two obligations that both feel absolute point in opposite directions.
Read →Deciding With the Facts Still Moving
Decide provisionally and say that it is provisional. The failure is not being wrong; it is presenting a decision made on incomplete information as though it…
Read →Sustaining a Long Crisis
A response built for seventy-two hours will not hold for eleven weeks. The transition from surge to sustained operation has to be made deliberately, because nobody…
Read →Candour and Legal Exposure
The tension is real and the usual resolution is wrong in one direction. Counsel should shape what you say; letting counsel decide whether you say anything…
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