Chapter summaries

CHAPTER 1 All change

Thanks to the three Cs of credit, commodities and confidence, weather patterns have shifted from high growth to high risk. What are the driving forces behind the turbulent headwinds of change? What do you need to know and do about them? And how and when did change become a constant corporate reality?

CHAPTER 2 Knowing when the winds are coming

The first step in leading your way through turbulence is to recognise the early signals. If your radar is on, you can anticipate the degree and intensity of shifts in your marketplace and your organisation. But to pick up the signals you have to avoid Group Think; promote open debate; bring in outside perspectives; and carefully monitor your own reactions as you negotiate the turbulence ahead.

CHAPTER 3 All hands on deck

As turbulence approaches, you have to mobilise each and every person in your organisation to respond. This demands clear and realistic communication about the need for change; mobilising leaders to support the change; walking the talk to prove you are living the change; and maintaining your own energy levels.

CHAPTER 4 Navigating a new route

Building a new strategy is the next stage in negotiating the relentless headwinds. This requires a delicate balancing act. You must incorporate best practice ideas while building on what was already great about your organisation. You must manage risk while facilitating growth; create a sense of ownership for the strategy within the leadership team; and communicate the strategy and its implications for each part of the organisation.

CHAPTER 5 Mastering mutinies

Even when times are tough, some people are resistant to change – no matter how essential it may be. If you are to master potential and real mutinies you must first identify where the resistance is coming from. Then you must engage with the resistors – rather than attacking them. At the same time, you must nurture and encourage change leaders and provide motivation for the many rather than be derailed by the mutinous few.

CHAPTER 6 Learning to tack

Faced with turbulence, you must learn to change direction swiftly and decisively. You and your organisation must be designed to make swift decisions about modifications and changes in direction. This requires that you remain open to new ideas and observations; that communication flows constantly; and that you resist the creation of sacred cows.

CHAPTER 7 Living with turbulence

All of this is intensely personal. Leading your people and your organisation through turbulent times means you have to dig deep.

What are the personal and emotional implications? How can you cope and learn to thrive?

CHAPTER 8 The leading in turbulent times checklist

In distilled form, what do effective leaders in turbulent times to do so well and how?