Leading as if Lives Depend On It

Thomas A. Kolditz, PhD

Professor and Director, Leadership Development Program

Yale School of Management

THOMAS.KOLDITZ@YALE.EDU

@thomaskolditz

Experience Assessment(Put them up and keep them up!)

Targeted?

Extreme sport?

Military, Police, Fire Experience?

Life Threatening Crisis?

Death in Your Organization?

Government or Organization In Crisis?

Responsible or Accountable for the Death of Another Person?

Why Talk about Leadership in Dangerous Contexts at a Business

School like Yale SOM?1. What is dangerous is uncertain, and leadership in uncertainty hinges on

trust. Trust is an important commodity in all relationships, especially those requiring leader influence.

2. It’s easy to draw meaningful parallels between dangerous contexts and managing significant uncertainty—characteristic of the contemporary business environment.

3. In leading across sectors, there is a moral imperative to relationships in uncertainty and, often, life changing outcomes or consequences.

4. We can learn about the nature of leadership versus management by studying leaders in dangerous contexts. Management fades to the background.

5. People routinely underestimate their proximity to crisis.

In the following video clip, listen to the physician and the technician who assisted him, and

try to identify the specific skill or ability that allows them to perform under pressure.

CLASSIC IN EXTREMIS LEADERSHIP (Graphic Video)

Video used with permission from MilitaryTimes.com

Overview

Background and Intent

Studies Conducted in Iraqi Combat Zone

- Prototype Study

- Theoretical Model Study

In Extremis Leadership Framework

Inherent MotivationInherent Motivation

“Hollywood does us no favors.”

In Extremis Leadership Framework

Inherent Motivation Learning (outward) Learning (outward)

OrientationOrientation

In Extremis Leadership Framework

Inherent Motivation Learning (outward)

Orientation Shared RiskShared Risk

“All these people making these big salaries should be out there on the front line, and I am disappointed,” a frustrated Borough President

James Molinaro said Thursday morning. “And my advice to the people of Staten Island is, ‘Do not donate to the American Red Cross. Let

them get their money elsewhere.’”

In Extremis Leadership Framework

Inherent Motivation Learning (Outward)

Orientation Shared Risk Common LifestyleCommon Lifestyle

Reduced social distance is high payoff and counterintuitive

In Extremis Leadership Framework

Inherent Motivation Learning (outward)

Orientation Shared Risk Common Lifestyle Competence, Loyalty, Competence, Loyalty,

Trust (in that order)Trust (in that order)

In Extremis Model of a Trusted Leader

Attribute

1. Competent

2. Loyal

3. Honest/Good Integrity

4. Leads by Example

5. Confident

6. Courageous (physical & moral)

7. Self-Control (maintains composure)

8. Shares Information

9. Personal Connection with Followers

10. Trusts Followers

Sweeney, P.J. (2007). Trust: The key to combat leadership. In D. Crandall (Ed.), Leadership lessons from West Point (pp. 252-277). San Francisco: Jossey-Bass.

TRUST DEMANDS AUTHENTICITYTRUST DEMANDS AUTHENTICITY

Discussion