Lessons from the Cape Town water crisis. How do you respond to crisis when dealing with fragmented governance?
“We find ourselves stripped down to what really matters and the real essentials in life and in business”
“Crises are best managed by the people who are closest to the action. Often the true nature of a crisis is hyper-local, so people close to it solve it.”
“I’m beginning to hear a couple people go, “I’m tired.” I’m thinking, “If you’re not exhilarated by this kind of change, then you may not be the right person for the role that we’ve got you in.”
“When you are dealing with something unknown like this, our human nature is to grasp for a guidebook, where we really should have relied on our local expertise.”
“You’ve already lifted a hundred weights, you took a break, and now you have to do it all again – only this time you know how heavy it was.”
“In this time of unknowns, we often look for a box to check, a mission. I get it. I just think that mission needs to be repurposed.”
“I’m curious, how might history look back and judge this period and its breakdowns?”