by Geoleo » Tue Jan 05, 2021 6:45 pm
Bwana Rachier, (the current Chairman of Gor Mahia Footbal Club). I hope you know that during a crisis, situations are ruled by unfamiliarity and uncertainty and effective responses are largely improvised. The best leaders take personal ownership in a crisis, even though many challenges and factors lie outside their control. Leaders align team focus, establish new metrics to monitor performance, and create a culture of accountability. And they must decide with speed over precision, by adapting boldly, reliably delivering, and engaging for impact.
The situation at Gor Mahia Football Club is changing by the day - even by the hour from worse to worst. It is a crisis which makes rumours overload to thrive; and interests and priorities are clashing which makes emotions and anxieties to run high. Please learn to break through the inertia and keep the club afloat by focusing on the few things that matter most. A simple, scalable framework for rapid decision-making is critical.
You and your EC should, (and please, include your Secretary General) to:
Define priorities. Demonstrating empathy: Deal with the human tragedy as a first priority. Players are expressing their dissatisfaction due to lack of their pay. In triage situations, it’s crucial to have an accurate, current picture of what is happening on the ground. Going public to claim that there is no problem and no go slow is very unfortunate from as a leader. Take about the issues that matter to players so that they feel leadership is fully aligned with them, and making corrections to mitigate the problem.
Make smart trade-offs. What conflicts might arise among between the urgent and the important? Between short term goals and long term goals?
Name the decision makers. In your central command “war room,” establish who owns what. Empower the front line to make decisions where possible, and clearly state what needs to be escalated, by when, and to whom. Your default should be to push decisions downward, not up. Don’t run this show as a lone ranger. And let me urge to embrace action, and don’t punish mistakes. Missteps will happen, but wisdom indicates that failing to act is much worse. Please, seek input and information from diverse sources, and don’t be afraid to admit what you don’t know.
Throw out yesterday’s playbook. The actions that previously drove results may no longer be relevant. The best leaders adjust quickly and develop new plans of attack. In times of crisis, no job is more important than taking care of your team.
You and your leaders should: Connect with players. Reach out daily for a “pulse check” with them; block out time on the calendar to do this. Relate on a personal level first, and then focus on work. Reach out, but first do no harm. To strengthen relationships and build trust, keep the focus off yourself and explore how you can truly help the club. Compassion goes a long way during turbulent times.
Last and most important, ask yourself whom you want at the table both in the current crisis and in the longed-for tomorrow when we emerge to a new normal. When I read your denial of the crisis (go-slow) and taking an overconfident, upbeat tone in the crisis, raises suspicions about what you know and how well you are handling the crisis. Bwana Rachier, please, I urge you to work with the Secretary General. He has wealth of leadership that you not have.
THANKS.
Bwana Rachier, (the current Chairman of Gor Mahia Footbal Club). I hope you know that during a crisis, situations are ruled by unfamiliarity and uncertainty and effective responses are largely improvised. The best leaders take personal ownership in a crisis, even though many challenges and factors lie outside their control. Leaders align team focus, establish new metrics to monitor performance, and create a culture of accountability. And they must decide with speed over precision, by adapting boldly, reliably delivering, and engaging for impact.
The situation at Gor Mahia Football Club is changing by the day - even by the hour from worse to worst. It is a crisis which makes rumours overload to thrive; and interests and priorities are clashing which makes emotions and anxieties to run high. Please learn to break through the inertia and keep the club afloat by focusing on the few things that matter most. A simple, scalable framework for rapid decision-making is critical.
You and your EC should, (and please, include your Secretary General) to:
Define priorities. Demonstrating empathy: Deal with the human tragedy as a first priority. Players are expressing their dissatisfaction due to lack of their pay. In triage situations, it’s crucial to have an accurate, current picture of what is happening on the ground. Going public to claim that there is no problem and no go slow is very unfortunate from as a leader. Take about the issues that matter to players so that they feel leadership is fully aligned with them, and making corrections to mitigate the problem.
Make smart trade-offs. What conflicts might arise among between the urgent and the important? Between short term goals and long term goals?
Name the decision makers. In your central command “war room,” establish who owns what. Empower the front line to make decisions where possible, and clearly state what needs to be escalated, by when, and to whom. Your default should be to push decisions downward, not up. Don’t run this show as a lone ranger. And let me urge to embrace action, and don’t punish mistakes. Missteps will happen, but wisdom indicates that failing to act is much worse. Please, seek input and information from diverse sources, and don’t be afraid to admit what you don’t know.
Throw out yesterday’s playbook. The actions that previously drove results may no longer be relevant. The best leaders adjust quickly and develop new plans of attack. In times of crisis, no job is more important than taking care of your team.
You and your leaders should: Connect with players. Reach out daily for a “pulse check” with them; block out time on the calendar to do this. Relate on a personal level first, and then focus on work. Reach out, but first do no harm. To strengthen relationships and build trust, keep the focus off yourself and explore how you can truly help the club. Compassion goes a long way during turbulent times.
Last and most important, ask yourself whom you want at the table both in the current crisis and in the longed-for tomorrow when we emerge to a new normal. When I read your denial of the crisis (go-slow) and taking an overconfident, upbeat tone in the crisis, raises suspicions about what you know and how well you are handling the crisis. Bwana Rachier, please, I urge you to work with the Secretary General. He has wealth of leadership that you not have.
THANKS.