What happened in Chile that day could one day occur again almost anywhere along the ring. The February 27, event, widely abbreviated in Chile as F27, was not just another earthquake. It released five hundred times more energy than the earthquake in Haiti six weeks earlier.
Several few hours later, the incoming president met with his cabinet-to-be at campaign headquarters to map out a path to recovery. Since the election of January 17, the president and his new ministers had been focusing on plans to revive the economy. Now, just twelve days before inauguration, they faced a gigantic and unanticipated calamity. For most countries, it could take years, if not decades, to recover from such massive devastation.
Some might have stalled or gone into reverse after a disaster of this scale, but Chile shifted into high gear. He instructed his ministers to fully restore damaged buildings and infrastructure on a demanding timeline — while saying little about how they should do so. He insisted that his ministers think longer term, that the national comeback go well beyond what the country had in place prior to the earthquake, including stronger early warning systems, more resilient buildings, and better tsunami barriers. The president set forward his general intent for national improvement, and then required each of his cabinet ministers to lay out and achieve a host of long-term goals for making the country more resilient in the face of future calamities.
He followed-up as relentless taskmaster, holding his cabinet ministers accountable for achieving their goals in detail and on time. He insisted that they develop evidence-based options, take data-driven actions, and achieve targets on schedule. Mindful of that challenge, he had pre-selected his nearly two dozen cabinet ministers for their proven leadership records regardless of political experience, and he expected the same of them as they in turn staffed the leadership of their own agencies.
The power of this downward cascading of strategic intent through well-appointed lower tiers became evident when still another disaster struck Chile just five months after the F27 earthquake. Golborne had a proven record of strategising and leading large enterprise, and it was those capacities — rather than his technical expertise or political experience — that the president had decided would prove vital in his own lieutenants. Among the most vital leadership principles are two: Setting strategic objectives and then holding well-appointed lower tiers responsible for their execution; and thinking and acting deliberatively, for not only rebuilding the enterprise but also better preparing it for the next calamity.
Chile has already learned well from its own earthquake experience.
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Imagine a backyard barbecue hosted by a future governor-elect of California. As the incoming governor pulled herself up from the ground, she knew her leadership for the extreme was going to be tested in the months ahead. With little personal experience from which to fashion a strategy for a swift and full comeback, she remembered how a Latin American president had taken charge in a similar situation and brought his country back.
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Howard Kunreuther is Prof. Erwann O. Suzy [Welch] and I traveled to conference after conference for a while after I retired from the company I was with, " Welch says, referring to his wife, a CNBC contributor.
You have a moral obligation leading people's lives, talking about their future and not telling them where they stand. It is incredible. It is a shock to me.
Every three months, managers should write down for each employee what they are doing well and what they need to improve, says Welch. This is a message Welch has been espousing for decades. For a large organization to be simple, its people must have self-confidence and intellectual self-assurance. Insecure managers create complexity.
Jack Welch: This is the No. 1 key to success as a leader
Frightened, nervous managers use thick, convoluted planning books and busy slides filled with everything they've known since childhood," Welch says to HBR. People must have the self-confidence to be clear, precise, to be sure that every person in their organization — highest to lowest — understands what the business is trying to achieve.
You can't believe how hard it is for people to be simple, how much they fear being simple. Your team needs to feel like the office is the "the cool kid's basement," says Welch. Leaders need to regularly check in with themselves to be sure they are thinking about their employees first, says Welch.
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It's not about me, it's about them. The workers. All mentors attend a 2 day training programme which comprises of 2 workshops approximately one month apart:. Skip to main content Skip to navigation. Toggle navigation. Do you have a passion for supporting the development of others?
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They both had obvious enthusiasm for mentoring"-Programme participant Who is the programme aimed at? Programme Developmental mentoring is a powerful personal development tool which enables people to learn from their own experiences, improve performance and maximise their leadership potential.