Summing Up
1- The leader should provide closure to the crisis, thereby signaling that a state of normalcy has resumed.People
need closure before they can move forward.
2-Thank people for their help and their patience during the crisis. If the outcome was too damaging, celebrate the crisis's end.
3-Create a file of all materials relevant to the crisis. Documentation creates a record for future learning.
4-At the end of the crisis, use an informal meeting to get people talking about what went right, what went wrong, and what could have been handled more effectively. Make a systematic list of these learning points.
Showing posts with label Crisis Management. Show all posts
Showing posts with label Crisis Management. Show all posts
Monday, July 18, 2011
Crisis Management Book Summary#7 Mastering the Media
1-The media is one of the channels through which you will communicate with the public and company stakeholders, so be candid and accurate, and frame your messages as you'd like them reported. And give the media the facts that support your messages.
2-Ignoring the media will not put a lid on the story. It will only encourage reporters to develop and frame the story as they see it---which might not be what you'd like.
3-Before you meet with the media, do two things: (1) Anticipate the questions that news reporters are likely to ask, and (2) make a list of the five questions you would least like to be asked, and then be prepared to answer them.
4-Treat reporters with respect in good times, and they'are more likely to portray your company fairly in bad times.
5-As you develop your communication strategy, begin with audience segmentation. Then develop messages that address the concerns of each segment. Finally, use the most appropriate media to reach each segment.
6- Be prepared for the possibility that a physical disaster may disable your existing lines of electronic communications.
7-The best time to develop a communication strategy is before a crisis occurs.
2-Ignoring the media will not put a lid on the story. It will only encourage reporters to develop and frame the story as they see it---which might not be what you'd like.
3-Before you meet with the media, do two things: (1) Anticipate the questions that news reporters are likely to ask, and (2) make a list of the five questions you would least like to be asked, and then be prepared to answer them.
4-Treat reporters with respect in good times, and they'are more likely to portray your company fairly in bad times.
5-As you develop your communication strategy, begin with audience segmentation. Then develop messages that address the concerns of each segment. Finally, use the most appropriate media to reach each segment.
6- Be prepared for the possibility that a physical disaster may disable your existing lines of electronic communications.
7-The best time to develop a communication strategy is before a crisis occurs.
Crisis Management Book Summary#6 Crisis Resolution
1-Time is not your friend during a crisis.Every day that a crisis continues creates a negative image for the company and provides opportunities for that image to spread.So once you've contained the crisis, move quickly and decisively to resolve it.
2- The facts of the crisis will change as it is resolved. So continue to gather information. Doing so will keep a clear picture of the situation in front of the crisis team.
3- Relentless communication will provide information to key stakeholders and suppress rumors and speculation.
4- Document the crisis and its resolution as you move forward; doing so will make it possible to later evaluate the crisis team's performance and to learn from the experience.
5-Many crises can be resolved using crisis management techniques, which include defining the objective, planning, managing execution, and closing down the project.
6- People look to leaders for strong, confident, and visible leadership during periods of crisis.
2- The facts of the crisis will change as it is resolved. So continue to gather information. Doing so will keep a clear picture of the situation in front of the crisis team.
3- Relentless communication will provide information to key stakeholders and suppress rumors and speculation.
4- Document the crisis and its resolution as you move forward; doing so will make it possible to later evaluate the crisis team's performance and to learn from the experience.
5-Many crises can be resolved using crisis management techniques, which include defining the objective, planning, managing execution, and closing down the project.
6- People look to leaders for strong, confident, and visible leadership during periods of crisis.
Crisis Management Book Summary#5 Containment
1-Act quickly and decisively. Delay will only allow the situation to grow worse.
2- Put people first. Building , inventory, credit rates, and corporate reputations can all be recouped; the lives of customers and employees cannot.
3- Get top people to the crisis scene as quickly as possible. This will demonstrate that the crisis is being taken seriously.
4- Communicate liberally. This is the best way to counter rumors and speculation.
...When the right course of action is not clear. let your training , your values, and instincts guide you.
2- Put people first. Building , inventory, credit rates, and corporate reputations can all be recouped; the lives of customers and employees cannot.
3- Get top people to the crisis scene as quickly as possible. This will demonstrate that the crisis is being taken seriously.
4- Communicate liberally. This is the best way to counter rumors and speculation.
...When the right course of action is not clear. let your training , your values, and instincts guide you.
Crisis Management Book Summary#4 Crisis Recognition
1-Many crises originate in a technical discontinuity or public resistance to a particular innovation in which a company is deeply invested.
2-Building , safety , and health inspectors often sound on early warning of a disaster.
3-Listen carefully to persistent customer complaints. They often reveal the tip of largely hidden systemic problems.
4-Lax standards with respect to hiring, supervisory, and sales practices often lead to major penalties and lawsuits.
5- Heed whistle-blowers who try to alert management to hidden problems or dangers.
6- Early warnings of impending crises go unnoticed for a number of reasons, including underestimation of the problem, hubris, and a failure to connect the dots.
7- Companies increase the likelihood of heeding the warning signs of crises when they empower employees, make sure that someone in authority is alert to warnings, and establish core crisis teams.
2-Building , safety , and health inspectors often sound on early warning of a disaster.
3-Listen carefully to persistent customer complaints. They often reveal the tip of largely hidden systemic problems.
4-Lax standards with respect to hiring, supervisory, and sales practices often lead to major penalties and lawsuits.
5- Heed whistle-blowers who try to alert management to hidden problems or dangers.
6- Early warnings of impending crises go unnoticed for a number of reasons, including underestimation of the problem, hubris, and a failure to connect the dots.
7- Companies increase the likelihood of heeding the warning signs of crises when they empower employees, make sure that someone in authority is alert to warnings, and establish core crisis teams.
Crisis Management Book Summary#3 Contingency Planning
1- The first step of contingency planning is to organize a planning team that brings together the skills, experience, and insights of many people.
2- The planning team should assess the scope of potential problems- that is , all the things that could go wrong.
3- Develop a contingency plan that will neutralize or contain every significant aspect of a potential crisis. Communications should be part of the plan.
4-Never assume that contingency plans will actually work. Always test them under real or simulated conditions.
5- keep all contingency plans up-to-date.
6- if you don't know where to start with contingency planning, start with simple contingencies, such as floodsor fires.
7- Contingency planning does not work for crises that cannot be anticipated. The best remedyin these cases in a crisis management team of people who are flexible, decisive , and have authority to act.
2- The planning team should assess the scope of potential problems- that is , all the things that could go wrong.
3- Develop a contingency plan that will neutralize or contain every significant aspect of a potential crisis. Communications should be part of the plan.
4-Never assume that contingency plans will actually work. Always test them under real or simulated conditions.
5- keep all contingency plans up-to-date.
6- if you don't know where to start with contingency planning, start with simple contingencies, such as floodsor fires.
7- Contingency planning does not work for crises that cannot be anticipated. The best remedyin these cases in a crisis management team of people who are flexible, decisive , and have authority to act.
Crisis Management Book Summary#2 Avoiding the Avoidable
1-Some risks are potentially more dangerous or costly than others.Use a probability-adjusted risk assessment to determine which risks you can effectively neutralize through managerial action or insurance.
2- Many crises begin as small problems. By heeding the signals of creeping crises, you can neutralize them
before they grow dangerous and expensive.
3 Some crises are self-inflicted. These can be avoided by thoughtful anticipation of the consequences of company policies and actions.
2- Many crises begin as small problems. By heeding the signals of creeping crises, you can neutralize them
before they grow dangerous and expensive.
3 Some crises are self-inflicted. These can be avoided by thoughtful anticipation of the consequences of company policies and actions.
Crisis Management Book Summary#1
1-Crises have many sources, and these are often unique to a company's line of business.
2-Accident and natural events , health and evironmental disasters, technical breakdowns, economic and market forces, and rogue employees are among potential perils faced by organizations.
3- As you audit potential crises, seek broad-based input. Many minds are better than a few.
4- Conduct your organizations's risk audit through its individual units. The people closest to its operations are best equipped to detect crisis-producing situations.
5- One method for identifying potential crises is to put yourself in the role of internal saboteur and ask, "What could I do to damage this company?"
6- Some risks are more worthy of managerial attention than others.
7- One way to prioritize crisis prevention efforts is to quantify risk in terms of their potential impact times and their probability of occurence.
2-Accident and natural events , health and evironmental disasters, technical breakdowns, economic and market forces, and rogue employees are among potential perils faced by organizations.
3- As you audit potential crises, seek broad-based input. Many minds are better than a few.
4- Conduct your organizations's risk audit through its individual units. The people closest to its operations are best equipped to detect crisis-producing situations.
5- One method for identifying potential crises is to put yourself in the role of internal saboteur and ask, "What could I do to damage this company?"
6- Some risks are more worthy of managerial attention than others.
7- One way to prioritize crisis prevention efforts is to quantify risk in terms of their potential impact times and their probability of occurence.
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