Unknown Speaker 0:10 *note that audio starts at 1:14* Unknown Speaker 0:48 INTRO SECTION Unknown Speaker 1:14 All right. Good morning, everybody. Welcome to the five C's of crisis response. Now, this was meant to be predatory marketing. But given the events that are happening in the world, we thought it was the right thing to do to pivot around what we could offer for our clients and friends. And make sure we showing up in service showing up in value. So just some housekeeping. This is a webinar format. So you'll see that there is Q&A,. We will use q&a. So Ade, who co-authored this presentation with me is online. She's available to answer questions as we go through some things of note. She's put a PowerPoint template in there so you can take notes. This is ideally to help you plan your response to whatever situation you might be in. Today is about giving you a way through the chaos where you can check your thinking, and where you can actually sort of take a moment to respond thoughtfully to whatever's going on. I'm going to keep it pretty light. I don't dismiss that this is a very serious time for all of us. People are dying, it is a major pandemic. But in this situation, I want to keep it light, quite upbeat to engage your higher cognitive thoughts. Because if you sink into panic and stress, then you're not going to get the best thinking and in this time, yes, it might be a medical crisis. It's certainly going to be a financial crisis. Unknown Speaker 3:21 So, medical crisis, economic crisis, certainly. But maybe it's a leadership crisis. I know there's a lot of criticism of the leaders in the political world not moving fast enough or responding with enough decisiveness. So maybe it's a leadership opportunity for us Unknown Speaker 3:48 first things first...We are not experts in pandemic predictions. So questions in the questions column, like, how long would this go for? or how long till things turn around? And not actually qualified or able to help with that. One of the tests I love about this is the Ray Dalio test out of The Principles. And he says before you seek advice or counsel from anyone should ask, have they done the exact thing? two, maybe three times? And can they explain their thinking? So obviously, when my daughter comes to me and asked for advice about hair care, I obviously sent her somewhere else in the household. It's a good test. It's important. Remember that in these times, there are some must reads. So Thomas Pueyo, the context and background on this type of pandemic, The Washington Post for simulations and simulations are really important. McKinsey has done some great work on the implications back to business. And then there's the World Health Organization as you and your team start to navigate their way through this crisis. Unknown Speaker 4:47 AND then there is some good news . And the good newsis that we are experts in helping organizations and businesses navigate change. So we've done probably 1000+ clients over the last 10 years - individual sessions in moments of change and transition. We've done it across just about every category. So we used to say we had a maternity ward and a funeral home. And then we got a fertility clinic. So literally, it used to be birth to burial. Now it's fertility to funeral. And also from one person with an idea startups, right through to the very large multinationals who control trillions of dollars. So within there, we've been able to distill some principles that work, some principles that will help guide you and your team and help you just find that path through no matter where you're at, because there is no perfect plan. And there is no perfect response. My intention today is to equip leaders to just do that bit better. So, let's start with what matters most. I'm going to share with you three overriding principles . So beyond any framework These are the hard earned lessons we call them 'diamonds', because they're expensive lessons forged under extreme pressure, by either step change ourselves or our clients have actually been through and navigated. So the first thing is, it's a mindset game. The Winston Churchill quote, 'never let a good crisis go to waste'. Your mindset must search for the opportunity. It's not a leadership crisis. It's a leadership opportunity. It's not a financial crisis. It's massive opportunity. We must search for the opportunity, no matter what's going on now or what happens in the future. Unknown Speaker 6:32 We also need to remember that things are moving and changing where we are now - we wish this to pass. So I was watching and interview with the worldwide ebola experts, the number one expert, and what he said was that the virus moves fast. Business moves fast. The disruption rate of change moves fast — when you change our mindset to match - we can stay ahead. So the normal temptation is a quest for Perfection - perfect before it leaves, it's too slow. So now, we can't be reckless, but there is a need for speed and 80% right. And out the door is better than still cogitating, most of the time. Unknown Speaker 7:11 Next, not all storms come to these drop your lights on a cleaner path. So this is about the balcony view in a Jim Collin's sense. So, retain perspective, see this is part of a larger cycle and help guide your organization through. So there are three principles that I think sit behind the rest of the framework that we're going through today. And we've been through a lot we've been through: disruption, drought, floods, killer viruses...and we don't know what's next. We know these principles will help guide us. Here's the one page model, I encourage you to download this PowerPoint and start taking your own notes and start adapting these principels to your situation. Not everything's going to be relevant. We've got different businesses in different categories, different situations, different levels of challenge, but all of us should be able to navigate this better. Unknown Speaker 8:01 AN OVERVIEW OF THE 5C MODEL - Slide 6 Unknown Speaker 8:01 So it starts in the middle and looks at what is the exact intention of what we want out of this, what is our challenge? In the context of our purpose - it's so important, we should come back to purpose. At Step Change, we're all about inspiring step changes in businesses and people. And the inspiration right now was to not do predatory marketing as previously planned, it was to show up and help with a model to respond to the crisis. So that's how our purpose guideed us on what was the right thing, right now. And we need to flip our way of working, our way of adding value to clients. So make sure you get the CHALLENGE very clearly articulated, beasuse most of the stress and suffering is trying to solve something that's not clearly articulated. Frame the problem really clearly right in the middle of your page. Unknown Speaker 8:46 Now to being the CALM leader. This is about making sure that you stay in control. And you see this is your leadership opportunity and to create the leaders around you in your team. CONTROL the controllable make sure you're focused on what you can Control are not lost in the noise, and there is so much noise and distraction. And to be very aware of that, you must seek CLARITY in communications. So, communcations is probably the greatest tool that we have in leaders in this time —  to be able to communicate with clarity to bring people on that journey and then manage to the CYCLE, which means no matter how inward looking we feel like going, how down looking you become, how "right now" you become, can you look up, can you have a better perspective because strategy arises, and great strategy arises, when we can be less myopic than our peers when we can have a hypothesis of, when and how, things will turn. And then we can place sensible choices into that future. Unknown Speaker 9:44 Framing the CHALLENGE - slide 7 Unknown Speaker 9:45 So that's the model and I want to start right in the center. So what this says is start with your purpose. Now we've all seen Simon Sinek, 'Start with why?' —  people don't buy what you do, they buy why you do it. So we should have a purpose statement or a mission statement of intent. Come back to that in this moment. If it's not guiding you in this moment, probably fix it after but right now start with what you have and stay true to that purpose while executing what you need in the now —  and this is a nice checklist to see what different businesses are facing right now, as they face into different opportunities. Some are looking to protect their business short term, they're looking at cash flow, we've seen the April 2019 APRA Bali-IN legislation — affecting cash liquidity being an issue and if the banks have a run we're in trouble —  we need to have some cash reserves. We also need to make sure that our cash continues to come in. Staff, the most important thing to manage their mindset, the location, their safety and well-being. Now your supply chain, preserving this for continuity, and then making sure that your clients are okay and your clients will come back. Once we get through this, even if they're having a short term hiatus. So very beyond protection, there's opportunity. Unknown Speaker 11:03 Not all sectors are struggling - some of the sectors are winning. So if you're ZOOM for online conferencing, those companies are probably doing pretty well. Administrators and liquidators, lawyers/accuntants, and probably toilet paper production companies are all doing quite well right now. So for them, it's about tactical revenue, maybe acquisition opportunities - as other companies fold in their hands in, but also to develop and deploy new capabilities or IP or processes — so that they're better set up to capitalise on this and the embrace opportunities that has this crisis has for them. And then the third one is reimagining value over the longer term. This may fundamentally shift and change the way we operate, the way we engage the way we create value into the future. So the questions here is what happens afterwards? How long is after? And what will clients value when we get to the other side? Unknown Speaker 12:04 BEING THE CALM LEADER - slide 8 Unknown Speaker 12:07 I included a quote for you there. " What screws up most in life is the picture in our head or how things of how things should be." So we need to remember that most of the tension and stress comes from, 1) unfulfilled expectations and 2) undelivered communication 3) thwarted intention where the way you thought things would go- didn't go. Certainly this was not in the step change plan, as most or you know, just had a restructure to be strategy focused, which is all project work. And we had the big launch party planned for today. So this is not the big relaunch I imagined, but I have to respond and pivot. It's a leader's job to say things as they are and no worse do not go sugarcoating things. It ruins your credibility and do not go catastrophizing — stick to the facts and step into your role as a leader. It's a leaders job to help them people navigate uncertainty. So they will follow you to a place they wouldn't necessarily go themselves. And we're seeing not just a few people in crisis and panic, we're seeing most people in crisis and panic. And they're going 'limbic' in response. Our limbic, mammalian responses, our fight, flight, and freeze — and you just need to look around, you just need to turn on the news to see those responses and where most people are coming from — do your job as a leader is to get them to look up, to calm down, and to step forward and follow you to the other side of this. Remember it's your role as the leader. Unknown Speaker 13:38 The next one is put on your own life mask first (in an airliner sense, not a medical mask). And this is very much saying you must treat yourself as potentially the greatest asset your business has right now to get through this. You're a person and you have time. But more than time you have energy and I drawn on the work here Jim Loehr & Tony Schwartz in The Power of Full Engagement, and they talk about it's not time spent grinding away, it's all about energy! Not all moments in this crisis response are created equal. And it's your job to be aware of your energy. It's your job to manage your energy. And it's also your job to counterbalance. So the work of Schwartz et al, says don't come at it and run to you fall over — because you don't know how long you need to be 'ON' for. So manage the art of 'being on' and then recover and then on — and then recover and then on — and then recover. So what does that look like? Well, if you're a yoga person, maybe you make sure that you're hitting your yoga mat every single day. If you're working from home and you're at your desk pumping away, make sure you take a five to 10 minute walk around the block every single hour, and focus on your breath to ground and stay mindful. Unknown Speaker 15:05 Unknown Speaker 15:06 Take every single opportunity when you see a moment of calm in the madness, to regenerate, to revitalize and replenish your energy, because then you'll need to be on. Unknown Speaker 15:18 The next one is invest in trust. It's very hard to listen to what's going on out there and your people are listening for you as a leader. Trust is an output of three specific inputs. Google this if you want. It's called The Partner Responsiveness Model. It says there are three elements: 1) to understand somebody, to deeply to listen. And my challenge here is not all listening is created equally. Unknown Speaker 15:45 As an aside...We look at the Otto Sharmer model that says you can listen from four places as a leader, you can listen from fear and judgment. You can listen from your mind, where you're counterbalancing the fear and judgment. You can listen from your heart - 'I feel what it must be like for you'... to feel and become intuitive or empathetic in a Brenee Brown sense of what it's really like for them. And then we can listen to people's potential to create the leaders around us that we want. Unknown Speaker 16:12 So we look for understanding, we then take that step of validating, how can we validate that person and their response, not to judge it, but to validate them where they're at, and then most importantly, to show caring. And this is a moment in the madness, where those little acts will stand out if they're based on that understanding, validation and caring model. Unknown Speaker 16:35 And then the fourth one there is find this key balance between speed and certainty. And they are sometimes at two opposing ends. We don't want to procrastinate, get stuck in knowledge and not move, or we also don't want to be rash. And the best counsel I can give you here comes from the Jeff Bezos model, where he says there's two types of decisions and I encourage you for each decision to really put it through this filter: Unknown Speaker 17:00 - is that a decision where you are cast in casting the dye, and setting that in stone and in play Unknown Speaker 17:06 - and you can unwind it later... there are some decisions where you can make the decision now and unwind it in the future when the context changes. There are other decisions where once the decision is made, that is will not be unwindable - when the market changes and moves and the cycle changes. So I encourage you to set your own tests for level of certainty before you move and distinguish those two types of decisions. So that's all about your role as the leader and making sure you are calm, and that you're getting your effect on the situation. And you're bringing people to center and you're demonstrating the attributes and qualities of leadership that you need around you. Unknown Speaker 17:51 CONTROL the controllable - Slide 9 Unknown Speaker 17:56 And unfortunately, most things will be outside your sphere of influence that you would like, but they are certainly large areas of concern for us. Stephen Covey's model still holds true and is truer than ever in this context. So we look at the four things that we can do immediately that help us in this context. Unknown Speaker 18:18 The first one is cut the costs that you can cut — NOW! I assume some of you have done this, you might have done it tactically rather than systematically. The only thing to do here is sit down with your accountant or your CFO yourself and go through XERO whatever your accounting system is, and line by line look at every single outgoing and cost in the business and then categorize them three ways. Unknown Speaker 18:48 - What is non- essential, i can cut today? Unknown Speaker 18:52 Then you want to say if things continue to get worse and it doesn't turn favourably, you highlight what's next to go. Then the third category is essential. The moment you need to make that cut, the businesses you know it is over. So you want to be very clear and categorize everything on those three levels: non-essential goes today, next to go says, you're going to set the trigger that they go if things get worse. And then there's essential things, you must be very clear. That's the first thing - cut the costs you can as fast as you can. Unknown Speaker 19:23 The second thing is the art of strategic response. Here you run multiple scenarios to get very good at scenario planning. And make sure that when you go through, you have a look at at least two scenarios at any one time. You might look at different revenue drops, to say; I'm going to forecast at 25%, revenue drop and then maybe 50%, revenue drops—  whatever it is, you're essentially creating- 'If this happens\then I'll do' this options. If this happens, then I'll do that and do it. At least two ways, so you're not getting confirmation bias or trapped into only having one option. There are always multiple options. If we start to think about it from scenario point of view, I included the Washington Post article for you to have a look at it from the magic in this and what most people miss is the dimensions of impact and likelihood that for each scenario: that there is a degree of uncertainty, and we are in completely uncertain and unchartered waters. So we need to say if this happens (x), then the likely impact will be this (y). What's the likelihood of that event coming to fruition. And across those two dimensions, we're then able to start to weight, and then proove or disprove our assumptions. And that's really what we're looking for, what are the assumptions that are guiding our planning? And the third one here is probably the toughest in the moment, you're going to be subject to all those limbic responses of fear and stress like everyone else in your team, but if you can agree 'a trigger metric' EG: if revenue drops, or sales drops or pipeline drops or something drops, then you will take these actions as pre-agree with your team. In writing. It's tough, it's sometimes hard to look into that. But you want to have a pre-agreed crisis plan where you can execute if certain things happen - versus trying to work it out on the fly. Unknown Speaker 21:25 Here's the third one. This is where we need to get our egos out of the way to let go of the "I've got it all under control", because you probably don't. In fact, I don't know anyone who's completely got it under control. The point is around humility and connection and vulnerability. Don't suffer alone, and make sure you're engaging key people for support. Maybe your customers are in one of those categories that are doing well or they have really protected themselves against this. So then you have an opportunity to ask them if they can help you in bringing your revenue forward, pay invoices earlier or invoice in advance. You're looking at suppliers and maybe you've got a supplier who's doing well. I'm sure if you're working with supplier who are doing well, they wouldn't mind delaying your supplier payment terms, then you've got the staff to enroll them for the goodwill for the discretionary effort for their ideas for their participation in your the solves. Unknown Speaker 22:28 Then you've got the government and the government's already to trying to turn that flywheel again with stimulus packages, depreciation write-offs, the sorts of things that government is trying to do to support you. So get your accountant to keep an eye on that and feed that through for you. Financial Institutions often seen as the baddies driving fear, especially if you've got a lot of debt. In this situation, however they probably have a vested interest in you surviving because if the dominoes of liquidity events start triggering through the economy it's potentially devastating for all. Get on the front foot, engage them, let them know that you're going to need some lenience in advance around debt etc. Because they have a vested interest in keeping you going. And the one that some people just never get to think about is those competitors, those people who you've been fighting against, they may just be your ticket out of this. And there might be an opportunity if you're both suffering to come together, and share pipeline or supplies or just to come together and plan to make sure that your categories survive this, and you do it with style and grace — together. Unknown Speaker 23:39 The fourth one here and I've got a link there to our step change 'lean methodology' summary is reducing waste. So TIMWOOM (acronym) talks about the dimensions of business that lets us remove waste. So it's Transport, Inventory, Motion, Waiting, Over processing, Overproduction and Defects. That's the acronym spelt out - Download the one pager. So rethink here - it's not just can I cut costs? But can I reimagine this, where I can change the process. EG: So it's the difference between I can't afford three ply toilet paper anymore - so it's dual ply from here, I'll go to apply sort of dimensional thinking versus transformational thinking that says, maybe I'll just get a bidet and sidestep the whole toilet paper issue completely. Unknown Speaker 24:24 For us. We spend a lot of time on stage and conferences on events and facilitating that's not possible in lockdown of social distancing. So what we needed to do is call it our and 'cloudify' (yep, just made-up a workd) was clarify the Step Change experience. So what did we do? We went and got ZOOM, we upgraded to ZOOM webinar, which you're on right now. Bought a thing called the OWL, which is a 360 degree, high definition camera that lets us create an experience when we're facilitating - so it's a like a live experience. And then we have OTTER.ie where you'll get the transcript today. So you can revisit this and go to the bit deeper in the pieces that mattered for you. So there were three things that integrate in a cloudify example, which says, we now don't need to show up in person for clients to add a huge amount of value to clients. And then the other point there in the final bullet point, there was reducing risk. Maybe there's an opportunity not just to save money, but to look at the risk dimension. So can you localize your supply chain, which might not just reduce risk, it might be the socially responsible thing to do, as other people in the economy are looking to navigate this. So they're the things around what you can control today, and as you go through that, I think they will help focus into that circle of influence and hopefully take the focus off the circle of concern. Unknown Speaker 25:48 CLARITY IN COMMUNICATIONS - slide 10 Unknown Speaker 25:50 Okay, we're looking at clarity and communications. Now, this is obviously our wheelhouse. We could spend hours or days on this. This is part of a broader context planning and a reminder to you that communication isn't just what said, It's what's received. And the most important communications that you have, may be with your clients or customers, it may actually be with your staff. It may be with your suppliers. It may be with the children- it doesn't matter. But as a leader, you will be needing to be aware of your communications. The foundation of communications is trust. And we talked about in staying calm that you should listen very deeply and very carefully before responding. So we can move quickly. But we must listen. Validate show caring first, then we look at it's a flywheel where we say when we engage with people in high stress and high pressure situations, there's research in here, just how it changes when one or both parties are triggered, you've probably seen this research by Mehrabian. That says, In times of stress, it's the combination of who we show up as in terms of body language, how we speak in terms of voice and cadence. And the words themselves only constitute a very small amount. So it's something like 55% - environment 37% - tone, and 8% - words: the words alone are very, very small and what's actually communicated. So that comes back to trust to say, have I explicitly said, what I'm expecting from you or someone else in the situation? And then am I being 100% accountable for what I need to be accountable for? And then is there feedback where if it's gone well or it's gone bad we can engage and reconcile? So that's the flywheel of trust more underpin all of your communications. Unknown Speaker 27:55 The second piece here is be clear on your intention and all communication when you boil it is shifting somebody from point A where they think feel or do something to point B where they think feel and do something else, point A, where they think, feel and do something, and point B where they think, feel or do something else. And there's shifting between those two points. That requires you thinking, where is the person at point A, or the group of point A? How stuck are they? How triggered are they? how engaged emotionally are they? And then what are you actually asking of them? And how far is that for them? Being very clear on the shift will help you frame your message. Be sensitive, and speak into how they listening for you. Unknown Speaker 28:42 The third one here is make it all about them is the value for them clear in the message? Have you taken the time to explain it for them in their language? And this is all about channel choice and selection. So I don't think any of us need any more email saying, here's the response that we're having to COVID 19 because everybody's inbox is just going company after company doing the same email things. So maybe we need to choose the channel more selectively, maybe you don't need to send an email out, maybe there's five people you need to call, maybe you can use a plug-in like Vidyard actually send a video message to communicate some human aspect to either have a message message of caring, or message of opportunity for someone who really needs that in this time. Or maybe it's about setting up a Whatsapp group where you can actually communicate back and forth with your staff or a key group of stakeholders in this time. Make sure you're leaving engagement room and not only broadcasting and thinking the job's done... Unknown Speaker 29:51 .. which comes to the fourth point here around what you should be drawing on. The two things that you can control and influence to help your message be received are emotional impact, to tap into the emotion by showing and demonstrating vulnerability and connection...by tuning into the person the other side, we're actually speaking and painting a picture for them what it's going to be like the other side of your vision or response. Then there's the emotional impact not to deliver a message to tap into the heart and make the connection. Unknown Speaker 30:26 And then we have effective frequency. It's not just once and done. Effective frequency asks, 'How many times do I need to replay this message till it lands? and in times when it's complex or there's high stress is not once and done. Jay Abraham did some research, and it's trending to eight to 13 times. So we need to reframe our expectation around once and done. We might need to be very sensitive, especially to our staff, especially if they're triggered to make sure that we are stepping through what's going to happen, what's important and what's expected. And tell them what you're going to tell them, tell them and tell them what you told them, and then go back around again, with understanding, validation and caring to make sure that your job as a communicator isn't done until the messages landed with them. Unknown Speaker 31:20 MANAGE TO THE CYCLE - slide 11 Unknown Speaker 31:23 The next one here is managing to the cycle. We all sucked into responding right now. We've seen our pipelines disappear overnight. I can relate to this. We had conference after conference which we were speaking at disappear - just like that. Unknown Speaker 31:42 And it's very easy to get caught in that that that's the only game in town. But we are ALL part of a cycle. We need to step back into what a success looks the other side of this, as well as what does success look like now? Success is the meeting of preparedness with opportunity. And there is going to be opportunity at some point, altough you might not see it now. But there will be opportunity at some point. Because the only constant in our current world seems to be change itself. So I want you to come back and start thinking of the future not with yourself, but with your stakeholders in mind, to ask — whether it's staff, whether it's clients or customers, what is happening in their world over the short term, so what's happening with them right now? What's happening in the medium term and what's happening in the long term? You notice I haven't put date spans across them because we don't know people are talking about anywhere from two weeks to six months of the immediate lockdown containment phase, and then who knows beyond that? What we do know though is that it will change and it's your job, especially with the people who see you as a trusted advisor to support them. Yes, but sometimes support might be to respectfully really challenge their thinking. See, CEB did some research challenge selling with a challenger mindset, where can you respectfully with permission, challenge their thinking with commercial insight to help them reframe their view of the future and manage the cycle and that will then bind you with delivering value. That's the first thing. Think about your staff, clients, customers, suppliers and go to their world and retain the perspective that they might be missing and help them realise the opportunities that might be at their doorstep. Unknown Speaker 33:34 Are there new jobs to be done? So Jobs To Be Done is a thinking system that underpins the adoption of transformational technology? So most people actually start with what they're selling and figure out how they're going to sell it to their clients or customers. Jobs to be done starts from a different place where it asks, 'What do the customers actually need'. We talk about people not buying goods or services, but people buying the benefits or implications. Those are the jobs to be donethat are needed — not just now but into the future. Unknown Speaker 34:16 So this is the path to uncovering innovation opportunities. It's done by stepping into their worlds, with their language, and imagining their medium or long term context of how things will change. Unknown Speaker 34:31 The third one here is can you invest now to build new capabilities for when the market turns, there is case study after case study from not COVID-19. But from previous recessions, previous downturns, and all of the academia and research and case studies around this. Point to this - The people who can respond today while keeping an eye on tomorrow win massively when the market turns Unknown Speaker 35:06 In Chip and Dan Heath's book, Decisive, they look at the case study of Staples versus Office Depot; Whereby Office Depot got into a negative mindset of just cutting- and cut 6% across the board, Staples actually cut-deeper, where they cut a little bit deeper, but then reinvested in 10% more staff 10% more opportunities. What happened? Before the recession, they were basically neck and neck coming out of the recession, three years after they were 30% up on profitability. Bottom line. Why? because they invested in new capability when the cost of investing with cheap when there weren't other distractions and where they they had a headstart on their competitors. So as tough as it is now, as responsive and reactive as it is now. Your future success will be determined or predetermined by your ability to see opportunities. You'll be 76% more likely to rebound strongly if you can actually have that conversation of what happens after, right now! and not make massive moves,but But take sensible moves to ask; How can I invest without paying anything? How can I lower my risk with this initiative. And maybe if I can invest here, I can cut back somewhere else for better return in the longer term. Unknown Speaker 36:24 And then the final thing here is we've been putting out a series called Knowledge Nuggets. And in that we talked about Dual Transformation by Scott Tapscott et al. In that, it outlines a good strategic response. It says that we should always be responding to look at efficiency and effectiveness today, we should be looking at what value looks like over the horizon. The key bit, the bit that most people miss, is called the capabilities link. And as we move through whatever were responding to today you're got, be very clear on the capabilities that are true to you. Remember right now, when you're cutting costs - there's that essential column (that we talked about in the controllable section above). That's your capabilities. Those are the things that you've invested in, you've grown and and are not replicatable. Unknown Speaker 37:16 So Transformation A is eficiency and effectiveness today. Transformation B is a value tranformation for tomorrow - and you need to be clear on the capabilities link. Now, maybe you have different teams on A and B, but success longer term will be determined by your ability to navigate the transformations required in a calm, strategic and coherent process. So there's a link there, which actually takes you to the book summary and the download around your transformation. Unknown Speaker 37:47 SUMMARY of 5C Model - slide 12 Unknown Speaker 37:48 So that's a walk through the crisis response model, the 5C's. As a reminder, we start with challenging the middle - a look at your purpose versus what you need to achieve right now — because we don't want to sacrifice our long term purpose on the altar of short term opportunism. There is a real challenge going on right now. And we need to make sure that all the work and all the intention all look good and all the enrollment and our purpose is not sacrificed for short term opportunities. And that is probably at the heart for most people. We then go to be the calm leader, putting yourself first is not a selfish act. It is a Service Act —  it is your job to be in service of your organization. And you can only do that if you're well resourced and you've thought through you as a human and your response and the requirements and the standards you need to perform during this time. Unknown Speaker 38:51 The second one here is look at the controllableand spend your efforts on effective measures and your responses are the things that are actually within your sphere of influence. Unknown Speaker 39:05 We look at clarity. And this is about communications. So your plans will only move into successful execution if your people are aligned and motivated. And this is a challenge because their listening is highly disaffected at the moment. There is so many challenges, so much information for you to cut through with clarity and calm. You should go back to the principles outlined in clarity of communications. We also have a complete model in the back here and some links to some capabilities and it might be worth revisiting something like Step Changes Engagement Masterclass for your team in terms of engagement masterclass in a in a digital environment, in a webinar environment in your virtual environment, so happy to pick up with those conversations outside this webinar. Unknown Speaker 39:54 Managed to the cycle, as hard as it is, as much as coming into you right now, great leaders will look up and look ahead and make those hard choices to be the leaders who had the vision where their clients and their teams follow them to a better future. Unknown Speaker 40:16 So that's the model. Unknown Speaker 40:20 THE QUICK STEPS - slide 13 Unknown Speaker 40:31 So what should you do now? Unknown Speaker 40:34 Well, here's the quick steps. Unknown Speaker 40:37 And what we do know is the rate of change of the rate of change is changing faster than ever before. The challenges of today will change in an hour change in a day change in a week is going to continue to change. So please, please don't spend your time to thinking that you can get the perfect plan because there is no perfect plan and we go back to the lessons at the start. We're looking for that optimal speed of response, making sure that we have the right level of certainty, given the gravitas of the decision. Unknown Speaker 41:11 Because I want you to spend your time taking massive action with confidence. And here's what we call the quick steps. So the first thing around the quick step is to accept that things will change fast. Unknown Speaker 41:28 The context of change is going to change. So we recommend you Pomodoro it! What's pomodoro? pomodoro is a technique — Google if you like, but it basically says 20 minutes on with nothing else going on and focus, focus focus. And I believe after sitting through the training or the capability or the sharpening of the soul, which is the mental sharpening disorder load up all of those pieces. Unknown Speaker 42:03 Look at what you can do from a planning sense for 20 minutes, on the clock, and go hard - address what value looks like in each of those areas from challenge to calm to control communications to the cycle, and get the thoughts down, and then put the plan away and put them into an actionable format. Unknown Speaker 42:26 So whether it's Trello, or Monday.com or Air Table or Google Sheets, it's got to be something shareable with you and your team. And your team might not just be your staff, there might be other people who are on your team, they have to be able to see and coordinate with your actions. If you haven't reviewed all of those platforms before, pick the first one and get on with it. But you should have a shareable way to not have a plan on a page but to have an action sheet you can update and move through. The fourth one is allocate responsibilities. This is about visibility and coordination system we use are called RASCI. That makes sure we're clear that only one person's responsible and one person is accountable/authority. So whatever you're moving on, don't allocate the responsibility across a team, make sure there is one person who needs to get it done and one person will be signing it off. And the rest might be arms and legs in support. But there's that clarity, so that you've got very clear visibility of who's got it and you can coordinate the response. Then we want to review progress daily. Unknown Speaker 43:29 So we used to talk about the daily stand up or the weekly stand-up, we call it the ZOOM-up. And I think it's worth having a standing in the calendar standing meeting that might be virtual, where every day or every week everyone knows it's the quick check in. It's not about whinging, complaining, showing evidence of industry. Simply, 'What have I done? What am I going to do, but most importantly, where am I stuck' - so we can bring the resources and connect with each other. And as we're working from home as we're self-isolating, this is about connection. And it can still happen, it should happen fast, it should happen quick, it should be a maximum 15 minutes should get it done. And then at the end of that there's always an opportunity, the 10 out of 10 call outs. This is acknowledging the people who have stood up to people who have led through this time, and the little wins. There's always a little win to bank. And it's really important that in the times of challenge that we up the intensity of acknowledgement, to make sure people know that they're part of this greater movement to help you navigate this crisis and show leadership not just as the leader you are, but as the leader who can take your team on that journey. Unknown Speaker 44:46 So that's the content that I wanted to cover today. There is a model on the next page, which will be part of the presentation. Unknown Speaker 1:01:05 I want to thank you, I want to encourage you to download the framework and get the 20 minutes of planning done and then get into action. Look forward to staying in touch across the journey. And I'll bid you farewell thank you for your time and encourage you to no matter how tough it is, always look for your next step change. Thank you. Transcribed by https://otter.ai