Duration: 2 hours

Crisis comes in many shapes and forms, colors and size, but it always has one constant element; surprise. Most crisis, even forecasted ones, appear at unexpected times. Thus, it poses challenges, both manageable and monumental , insurmountable and difficult, that need to be overcome.

It could be a financial collapse, negative publicity, fraud, legal wrangle, declining market share, an attack on the brand or corporate reputation, competitor onslaught etc. At every step, and practically all the time, leaders get tested. It is never easy, as they have multiple stakeholders to handle, satisfy and placate. Remember, in calm waters, every ship has a good captain.

Real leaders actually shine like a knight in shining armor when their organization's are threatened. They emerge not only unscathed, but also winners in the long-run. Even if they frequently encounter short-term adjustments or are compelled to make a tough transitional change, they use the lessons to emerge stronger in the future.

Duration: 2 hours

The modern-age CEOs invariably look a busy lot; every moment has to be bottom-line relevant, every meeting must result in an incremental market share. The pressure reaches insane levels and the work-load never tends to ease. Whether it is a booming demand economy or sluggish sales, the CEO is constantly in the firing line , juggling with multiple , often conflicting goals. And multi-tasking is not everyoneâ€(tm)s cup of tea. It is a tough world out there.

The consequence of this 25x7 work-life is the inevitable burn-out, awful stress, fatigue and sagging enthusiasm. There could be serious repercussions on physical and emotional health down the line, not too far away. Fortunately, there are options; there is sunshine at the end of that long office corridor.

Sure, time management can help. As can prioritization of work. Also disciplined planning. But there could be a hitherto hidden intangible factor that one may have completely over-looked.

Duration: 2 hours

We mistake ethics with just society values, legal processes, statutory compliance and rigid adherence to rule books. But in reality ethics is also about willingly taking questionable decisions, risky positions, doing suspect transactions , and implementing strategic plans that may actually be permissible by both law and general management principles. Usually such actions are influenced by rising expectations, peer pressure, competitive egos, and short-term profiteering. If the end consequences are indeed disastrous, leaders pass the buck on to a changed environment or something usually external. Accountability is tragically missing. They conveniently ignore the repercussions on the large majority of employees, customers and other stakeholders, should the contrary transpire. It is the latter category who are left holding a crying baby and pink slips.

In the boom phase, everyone just focuses on market capitalization and shareholder value. There is such a frantic rush to be on those famous lists published regularly by well-circulated business weeklies. Since it is a human condition that optimism feeds on itself, no one realizes that ballooning over-confidence often leads to a bubble that frequently bursts. Interestingly, this familiar story usually repeats itself. There is no assurance that the calamitous forays of 2007-08 will not repeat itself. Are our leaders prepared to be guarded against such susceptibilities in the future?

As the world recovers, albeit slowly, from a difficult and exacting phase in it’s economic history, probably the worst since the 1930s Great Depression, it is time leaders went back to the drawing board, reinvented themselves, thought long-term and looked at recreating faith in their abilities to lead people and organizations with honesty and ethics.