Crisis Manager



Crises are low-probability, but high-impact events that can significantly affect stakeholder outcomes, weaken business performance, and potentially threaten the viability of the organization. Not only are they unexpected, ambiguous, and often leave little time to respond, they are also catalysts for both positive and negative change.

Leading through crisis and recovery requires a strength and a leadership style that instills confidence, engagement, and a sense of purpose in the midst of deep uncertainty and extraordinary challenge. Whether it’s as local as a company restructure or as vast as a worldwide event, crisis situations require leaders to project the steadiness and confidence their team needs, even as they themselves are struggling. Not only that, but it is also about gathering critical information to make sense of the situation, communicating purposefully, and acting decisively.

The Caliper Profile Crisis and Recovery Leadership model represents a set of 10 competencies, identified through scientific research, that support leader performance in preparing for, navigating through, and recovering from crisis situations. The assessment results reflected in this report provide a deep understanding of how personality traits come together to give rise to behavioral patterns, motivational tendencies, and ways of thinking during crisis situations. Armed with this information, the individual can build on strengths and close developmental gaps to ensure that they will be prepared for when the time comes.


Comfort with Ambiguity – They are at ease in work situations without clear guidelines, structure, or known outcomes. They are able to operate effectively within ambiguous environments and view novel situations as challenges rather than as stressors.

Composure and Resiliency – They are able to deal effectively with pressure, maintain focus and intensity, and remain optimistic and persistent, even under adversity. This competency includes the ability and propensity to recover quickly from setbacks, rejections, and conflicts and to maintain self-control in the face of hostility or provocation.

Learning Agility – They discern patterns in data, recognize relationships between concepts, and rapidly apply learning from one context to solve analogous problems in different contexts.

Communicating – They provide the information required by others in a concise, direct, and unambiguous way. He or she perceives how the message affects the receiver and strives to ensure that the receive clearly understands the specifics and function of the message.

Delegating – They display strong awareness of when, how and to whom to delegate and will clearly communicate objectives, tasks, long-term benefits, and expectations for outcomes in order to empower others to take greater responsibility.

Leading Change – They effectively create a vision for change and engage others to implement the change process.

Team Building – They enable and encourage group members to work together to complete tasks and accomplish goals that individual members could not accomplish alone.

Decisiveness – They tend toward taking calculated risks by making decisions and taking action, even in the absence of all information.

Information Seeking – They are driven by an underlying curiosity and desire to know more about things, people, or issues. This involves going beyond routine questions and includes digging or pressing for exact information; resolving discrepancies by asking a series of questions; or conducting less-focused environmental scanning for opportunities or miscellaneous information that may be used in the future.

Planning and Priority Setting – They identify the priorities, processes, and practical actions that are necessary to achieve an objective or an idea. This competency requires developing detailed action or project plans including objectives, accountabilities, time frames, standards, review stages, and contingencies.

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