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<v Speaker 1>Helping leaders motivate their people to a higher level of

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<v Speaker 1>performance through strong human relations, team building and golachieving. This

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<v Speaker 1>is the seven minute Leadership Podcast with your host Paul

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<v Speaker 1>Fello Aledo.

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<v Speaker 2>Hello everyone, and welcome to this seven minute leadership podcast.

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<v Speaker 2>It's episode three eighty four. Here's the question that sparked

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<v Speaker 2>this episode. Our CEOs and boards risk ready in today's

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<v Speaker 2>geopolitical landscape. It's a loaded question and it should be

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<v Speaker 2>because the last five years weren't a wake up call,

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<v Speaker 2>they were a warning shot. COVID nineteen shattered global supply chains,

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<v Speaker 2>multi state protests, redefined workplace safety and crisis communication, and

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<v Speaker 2>ongoing global conflict reminds us that we live in an unpredictable,

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<v Speaker 2>always connected, and highly reactive world. So I'll ask it straight.

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<v Speaker 2>If your company faced another world stopping event tomorrow, are

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<v Speaker 2>you prepared? And I don't mean do you have a

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<v Speaker 2>binder on a shelf labeled emergency plan? I mean can

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<v Speaker 2>your CEO lead with clarity under pressure? Can your board

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<v Speaker 2>make fast decisions without causing internal collapse? Can your team

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<v Speaker 2>continue to operate when the environment shifts overnight? So let's

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<v Speaker 2>break this down into four quick leadership checkpoints. Number one,

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<v Speaker 2>Crisis readiness is a daily discipline, not an annual drill.

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<v Speaker 2>Too many organizations treat crisis prep like a fire extinguisher.

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<v Speaker 2>Nice to have, hope we don't need it, But leadership

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<v Speaker 2>today isn't about hoping, it's about knowing. Ask yourself, when's

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<v Speaker 2>the last time your board reviewed a crisis scenario that

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<v Speaker 2>wasn't financial in nature? And have you run exercises on

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<v Speaker 2>political unrest, social movements, cyber attacks or biological threats. If

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<v Speaker 2>your boardroom is only comfortable talking about quarterly earnings and

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<v Speaker 2>not rapid disruption, you've got a risk gap. Number two.

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<v Speaker 2>Visibility into the world means visibility into the business. Geopolitical

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<v Speaker 2>awareness is no longer a foreign policy issue. It's a

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<v Speaker 2>business leadership requirement. What happens in Taiwan, Ukraine, the Red Sea,

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<v Speaker 2>or even downtown Chicago effects supply chains, investor confidence, employee safety,

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<v Speaker 2>customer expectations. Boards and CEOs must integrate geopolitical forecasting into

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<v Speaker 2>business strategy. That doesn't mean hiring spies. It means understanding trends, threats,

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<v Speaker 2>and triggers. If your business doesn't track world affairs, it's

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<v Speaker 2>driving with a blindfold. Number three leadership must be crisis capable,

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<v Speaker 2>not just crisis aware. It's easy to talk about risk,

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<v Speaker 2>it's harder to lead through it. Boards often default to

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<v Speaker 2>legal NPR guidance. CEO's default to wait and see. That's

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<v Speaker 2>a problem. In a crisis, you don't rise to the occasion.

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<v Speaker 2>You fall to your level of training. Your team doesn't

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<v Speaker 2>need a polished memo. They need a voice of calm

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<v Speaker 2>and a path forward. And you can't google your way

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<v Speaker 2>out of a multi state protest or a cyber breach.

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<v Speaker 2>Boards need to evaluate the emotional intelligence, communication skills, and

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<v Speaker 2>decisiveness of their leadership before the crisis, not during it.

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<v Speaker 2>In the last one, risk ready cultures start at the top.

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<v Speaker 2>If the CEO shrug at risk, so will everyone else.

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<v Speaker 2>If the board only acts after the headline's break, the

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<v Speaker 2>culture becomes reactive. True risk readiness means leadership at every

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<v Speaker 2>level is comfortable saying what if this happens, and what

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<v Speaker 2>will we do about it. This isn't just about having

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<v Speaker 2>a plan. It's about running simulations, updating policies to reflect

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<v Speaker 2>today's climate, knowing who's in charge when normal vanishes, and

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<v Speaker 2>having pre approved frameworks for decisions when time is tight.

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<v Speaker 2>You don't need to predict the next crisis, but you

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<v Speaker 2>do need to be ready for it, and readiness is

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<v Speaker 2>a leadership strategy, not an emergency reaction. CEOs ask yourself,

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<v Speaker 2>could I confidently lead my people through a month of

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<v Speaker 2>uncertainty starting tomorrow? Boards ask yourselves or are we supporting

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<v Speaker 2>a CEO who is decisive under pressure or one who

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<v Speaker 2>will freeze when the stakes rise? And companies understand this

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<v Speaker 2>resilience is no longer optional. It's your competitive edge. This

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<v Speaker 2>has been the seven minute Leadership Podcast, and I thank

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<v Speaker 2>you for listening.

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<v Speaker 1>For more, Paul Fell of Alito Podcasts, visit paulfellowalito dot

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<v Speaker 1>com