Managing in Crisis:  Support and Decision-Making

“What should we do now?” “What should we say?”

How you answer the question “What should we do now?” can have far reaching implications for your company or organization.

Often, these questions are complex and require far more than insurance claims or legal responses.  Your company will need services that focus on the human, operational, reputation and financial impacts of such a disaster or crisis.

There may be life and safety issues. Security may be needed to secure the premises. Communication will be required with stakeholders, and depending upon the extent of the crisis, the press may surface, making the need for media training critical. There may be supply chain and provider disruption, creating contractual liability exposures. There may be regulatory impacts.

Preparedness and Resiliency are key brand attributes for every company. Crises come as surprises. Control of events and message are lost. Impacts accelerate. Public scrutiny intensifies.

Are you ready? How do you know? Are you sure?

Most executives are trained to make decisions based upon information, data, and policy. In a crisis:

  • Information is generally wrong
  • Data is not available
  • Policies do not exist
  • Command & Control is lost
  • Brand & reputation are under attack
  • Leadership is involved and engaged personally
  • Impacts are disproportional
  • Events are escalating
  • Speed is quality or even survival
  • You are the center of media focus

The above dynamics work aggressively against traditional empirical management decision processes. Decisions must be made quickly with limited and often incorrect information. A crisis is not business as usual. A crisis is business as unusual. Crises have a short duration, but have long-term consequences that can determine the viability of a business or organization for years to come. If you are explaining, you are losing.

Crises also have impacts – for good and bad. Every crisis starts with a combination of opportunity and danger. Where the risk/crisis conundrum balances depends upon your initial critical decisions, your crisis communications, your monitoring of events, and your adjustments made to strategy and actions as events develop.  Your company’s reputation, brand, legacy, and profitability hang in the balance in a crisis.

Crises are personal. Every crisis is a human crisis. It is your company. It is your people. It is your brand. It is your reputation. It is your career. Doing the wrong thing or doing nothing can create a point of no return.

Don’t Let Your First Response Become the Second Crisis

Call Us – Find out how we help before, during, and after crisis.

 

 

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