…” nice analogy… Basically, true crisises are where true leaders unvield and debut”-Mouaz
There is no ownership in effective crisis leadership. Sure, there might be formal structures in place, but when emergencies strike, leaders step up from many places and take on many roles. In essence, an effective crisis response takes into account the need for balancing formal organizations, as well as those informal networks that bubble up when disaster hits.
Take, for example, the case of Jennifer Vidrine, who lives in the town of Ville Platte, 170 miles northwest of New Orleans. Following Hurricane Katrina in 2005, Vidrine and her neighbors found themselves giving shelter and support to nearly 10,000 people who had fled their homes.
Vidrine was not trained in emergency management. Ville Platte was not officially an evacuation site. Nevertheless, when thousands of exhausted, hungry, overwhelmed people made their way to the town’s small civic center, Vidrine “went into emergency mode.” She began organizing the crowd by level of need. She placed a call to the local radio station and made a plea for the community to help. Within an hour, people were at the civic center with food, clothing, blankets, medicines and a willingness to help.