Coaching practices for Crisis Prevention Leadership
Describe almost anything you are working through and IX Coach finds the practices whose real-world fit is closest. For Crisis Prevention Leadership, these are the strongest matches in the current practice library.
Does this sound like the set of challenges you might be facing?
- I keep pulling all-nighters for emergencies that, if I’m honest, I could see coming weeks out
- When a real emergency hits
- When I’m calm I know exactly what helps me, but the second I’m actually in the grip of it my mind goes blank and I can’t remember a single thing to do or even where my stuff is
- The moment someone brings me a problem I’m already firing off solutions before they’ve finished explaining it
- I only ever try to learn how to calm myself down once I’m already in full panic, and of course nothing sticks in that state
Practices that may help
- Prevent Q1 crises through Q2 investment
Trace your recurring crises to neglected Q2 work — then schedule it before the next deadline emergency.
The Eisenhower Matrix and Delegation - Protect your Q1 response capacity
Real crises are handled best by someone who is not already exhausted — Q1 capacity requires Q2 investment.
The Eisenhower Life Audit - Prepare your dive-reflex kit before a crisis
Stock the freezer and brief people in your life before dysregulation peaks — crisis plans work only when made in advance.
The Dive Reflex, Made Practical - Listen before diagnosing
Resist the urge to solve until you can restate the problem in terms the other person agrees with.
The Trust Equation, Made Practical - Build coping skills before the storm
Practice regulation skills in calm times so they’re available — and credible — under pressure.
Building Resilience, Made Practical - Quadrant 1: do it now
Urgent and important tasks — crises and real deadlines — get handled immediately.
The Eisenhower Matrix, Made Practical - Pros and cons before acting on an urge
List the pros and cons of acting on the crisis urge before you do it — to give the decision back to your wiser self.
Distress Tolerance Skills, Made Practical - Apply the Stockdale Paradox to teams and leadership
As a leader or team member under pressure, model the simultaneous holding of faith and brutal facts — it is contagious in both directions.
The Stockdale Paradox, Made Practical - Give voice to those with uncomfortable perspectives
Actively surface and protect the dissenting or marginal voices the system wants to silence.
Adaptive Leadership, Made Practical - Use regular team health checks to surface dysfunction early
Teams that check in on how they’re working together catch dysfunction before it compounds.
The Five Dysfunctions of a Team, Made Practical
Related concerns
- How To Handle Crises
Trace your recurring crises to neglected Q2 work — then schedule it before the next deadline emergency.
Prevent Q1 crises through Q2 investment
- Prevention Vs Crisis
Trace your recurring crises to neglected Q2 work — then schedule it before the next deadline emergency.
- Who Shows Up In Crisis
Adversity can reveal who truly shows up and deepen the capacity for closeness and compassion.
Domain 1 — Deeper relationships
- Purpose Under Crisis
Real crises are handled best by someone who is not already exhausted — Q1 capacity requires Q2 investment.
Protect your Q1 response capacity
- What To Do Before A Crisis
Stock the freezer and brief people in your life before dysregulation peaks — crisis plans work only when made in advance.
Prepare your dive-reflex kit before a crisis
- Crisis Action Steps
Step back from the situation — physically if possible, mentally always — to interrupt the reactive loop.
T — Take a Step Back: Create Physical and Mental Space
Describe your situation in your own words to search the complete practice library.