LEADERSHIP
BY LISA EARLE MCLEOD
Under duress How to make decisions in a crisis
“In every deliberation, we must consider the impact on the seventh generation…
clients to make decisions during a time of
even if it requires having skin as thick as the bark of a pine.”
uncertainty, plus a fourth question for all
The seventh generation principle comes from the Native American culture, where
of us to ponder.
it was used to make decisions large and small. Putting yourself in the position of future generations provides a frame that helps you do the right thing.
1. W ho does your organization serve? In a crisis, leadership decisions have outsize impact and importance. We’ve
As I reflect upon where we are and
42
We’re in a defining moment. Whether
seen what happens when leaders focus
where we might do good, I find myself
you are in public service or the private
on short-term quarterly capitalism. It
thinking deeply about leadership; the type
sector, the decisions you make today will
erodes morale and creates a transac-
of leadership that got us here, and the
define you for years to come. Here are
tional relationship with employees and
type of leadership we need going forward.
three frames I’m using with my leadership
customers. During a crisis, focusing on
June 2020 | The Journal of Healthcare Contracting
