ABSTRACT
The authors argue that those leaders who want to offer strong leadership in times of crisis would do well to treat leadership more as a craft than a profession, with key practices that can improve with repetition and effort. They argue that leading in times of acute uncertainty also requires a sophisticated understanding of failure. The reality is that all leaders fail at some point, so what really marks out good leaders is how they handle failure and bounce back. The authors suggest that becoming familiar with the routines of admitting fault and apologising will strengthen leadership character and resilience.
