A first-of-its-kind look at the outrage being directed at organizations across the globe—and how leaders can respond to it.

Outrage is everywhere—on the left and on the right—and many companies are finding themselves in the crosshairs. Go Fund Me was pressured to cut off funding to protesting truckers in Ottawa. Disney's CEO was dragged down for mishandling both sides of Florida's "Don't Say Gay" law. Facebook and other tech companies have been accused of manipulating elections in many countries and by many parties. People are angry with the world—in some cases, rightfully so—and now view companies as they do governments: as targets of their ire and potential forces for social change. Managing outrage has moved from being an occasional leadership challenge, such as handling a PR crisis, to a necessary and critical leadership capability, like strategic thinking or financial acumen.

Based on his popular Oxford leadership program and deep-dive case studies on organizations such as IKEA, Nestlé, the London Metropolitan Police, the Vatican, and others, Karthik Ramanna offers a set of practices for leaders to navigate this age of polarization—steps leaders can take to make sense of the outrage they encounter, work with relevant stakeholders to progress through it, and emerge stronger for it. Ramanna's practical framework, developed through years of experience with organizations, helps leaders "turn down the temperature," analyze root causes, develop and implement distinctive organizational responses that are mission consistent, and build individual and organizational resilience.

Just as governments have systems for managing regular adverse-weather events such as hurricanes, organizations and their leaders now need an equivalent for managing the stakeholder hostilities that contextualize nearly all their decisions. This book is the essential guide for managing in the age of outrage.

Book Information
ISBN 9781647826291
Author Karthik Ramanna
Format Hardback
Page Count 272
Imprint Harvard Business Review Press
Publisher Harvard Business Review Press