Building Leadership Capacity Framework (Hirudayaraj and Sparkman)
This resource advises how leaders in the tourism industry can build leadership capacity for more effectively responding to disasters. Whilst the focus is on tourism stakeholders, the article is useful for any place leader seeking to learn more about how strong leadership can be established to navigate - and eventually recover from - the COVID-19 crisis.
This article written by Malarvizhi Hirudayaraj and Torrence Sparkman - Building leadership capacity: a framework for disruptive events in tourism - offers a framework advising how leaders in the tourism industry can build leadership capacity for more effectively responding to disasters. Whilst the focus is on tourism stakeholders, the article is useful for any place leader seeking to learn more about how strong leadership can be established to navigate - and eventually recover from - the COVID-19 crisis.
The Institute of Place Management (IPM), lead partner of the High Streets Task Force, has long stressed the necessity of coordinated place leadership, with place management and networks and partnerships featuring in their ‘Top 25 Priorities’ for high street and town centre vitality and viability. This message is also central to the High Streets Task Force. The COVID-19 pandemic has further revealed the importance of community in times of crisis, with evidence of people coming together more than ever before to help each other through these challenging times. But this can be developed even further. The importance of coordinating stakeholders, building networks, and communicating with stakeholders to form and deliver recovery plans, is firmly embedded within the four stages of the IPM’s Post-COVID19 Framework for Recovery.
The leadership framework presented in this HSTF resource can help place leaders to understand more about how they can get through the stages of the IPM’s complementary recovery framework, by working more collaboratively with other place stakeholders. The framework includes what the authors call the 3Cs model of leadership, as summarised below:
- Crises context
This stage of the framework stresses the need for place leaders to develop an understanding of the wider environment out of which crises such as COVID-19 emerge – things like technological, political and social changes and challenges. This analysis of data and generation of insights is needed both before, during, and after crises.
This stage of the framework covers how place leaders can develop competencies for effectively responding to disasters, such as COVID-19. Before a crisis even develops, leaders can learn from past or imagined future disasters by being forward-thinking and forming crisis management and communication plans and protocols. During the crisis stage, place leaders should make quick decisions based on these plans and protocols, coordinate internal and external stakeholders, and correct any misinformation by regularly communicating status updates. Finally, at the post-crisis stage, place leaders need to reflect on how the crisis unfolded, and share and learn from any best practice recovery case studies in the industry.
- Complexity mindset
The final stage of the framework focuses on developing a place leader’s capacity to make sense of complex information, deal with uncertainty, and be adaptable through continuous training and education. For more information about the webinars the BID Foundation is putting on to assist Business Improvement Districts with the COVID-19 crisis through training and education, please see here.