Why do some managers shine during a high-level crisis while others stumble? Those who have an action plan in place are the ones who can react quickly, manage rumors, and respond to victims and stakeholders sincerely and adequately while keeping their organization afloat.
Leading crisis management expert Laurence Barton has spent more than two decades consulting with top companies on how to anticipate and respond to workplace threats and tragedies. In Crisis Leadership Now he offers concrete solutions for managing disruptive events-from industrial accidents and acts of violence to embezzlement, product recalls, and terrorism. Barton takes you through his journey of advising senior executives on crisis events and examines:
- The characteristics that define a true crisis
- Proven strategies to help you understand and respond to early warning signals
- Ways to mitigate threatening situations
- How to effectively communicate your decisions in a timely manner to employees, shareholders, customers, and other constituencies
In this forward-looking guide, Barton applies his corporate insider's insight to numerous case studies, demonstrating how such catastrophes happen to real companies and real people every day. These studies form a framework for building crisis management thinking into your company's strategic toolbox. Anticipating all forms of trouble, advising senior management and boards of directors about potential events, and devising a business recovery plan will allow your organization to rebound should tragedy strike.
Barton has also created an indispensable sample crisis management plan, and includes detailed templates for addressing a wide spectrum of incidents and threats. Arming you with an arsenal of strategies, tools, and know-how, Crisis Leadership Now ensures that your company's leaders will demonstrate confidence and implement solutions in the midst of chaos.
Crisis Leadership Now: A Real-World Guide to Preparing for Threats, Disaster, Sabotage, and Scandal
Tags: corporate insider, boards of directors, crisis management plan, industrial accidents, acts of violence, business recovery plan
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<cont> This can result in the "deer in headlights" syndrome during crisis events when leadership, not mgmt, is needed.
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