Chapters 17,18,19
Chapter 17 Senior Management: Your Own Worst Enemy?
This chapter talks about the struggle managers often face in convincing senior management to proactively address crisis management. Through anecdotes and examples, such as the Exxon Valdez oil spill, the author illustrates the critical role of communication and decision-making in crisis situations. The chapter recounts efforts by companies to seek external expertise for crisis preparedness, emphasizing the importance of being ready before a crisis hits. Despite these examples, some CEOs remain overconfident, underestimating the value of crisis planning, which
can leave the company vulnerable.
For managers facing resistance, the chapter advises documenting concerns and, if necessary, considering moving to a company that values crisis preparedness. Yet, it also highlights a silver lining: when managers successfully make the case for crisis preparedness, they often gain significant responsibilities and opportunities for leadership. This reflects the dual nature of crisis management as both a challenge and an opportunity.
Key Takeaways:
Convincing Senior Management is Challenging: Managers often struggle to get senior management to acknowledge and act on the need for crisis preparedness.
Effective Crisis Management is Crucial: Successful crisis management is not just about showing up; it requires effective communication, swift decision-making, and the ability to control the narrative.
Proactive Crisis Management is Recognized by Some: While some companies understand
and act on the need for crisis preparedness, others, blinded by overconfidence, do not.
Documentation and Consideration of Alternatives: Managers unable to persuade their senior management to prepare for crises should document their efforts and consider working elsewhere if necessary.
Opportunities Arise from Crisis Management: Managers who push for and implement crisis preparedness can find themselves in positions of increased responsibility and leadership potential within their organizations.
Chapter 18 Take Your Own Pulse-or, What Were They Thinking?
Chapter 18, "Take Your Own Pulse-or, What Were They Thinking?" emphasizes the importance of consulting crisis communicators before implementing major decisions, especially those that could impact public perception and provoke backlash. It provides several examples of companies, including Coca-Cola, Instagram, Netflix, Bank of America, Verizon, Ralph Lauren/Polo, Susan G. Komen for the Cure, and Chick-fil-A, which faced crises due to poorly thought-out strategies or statements. These cases illustrate the significance of considering the potential consequences of actions and statements on customers, stakeholders, and the broader public.
Key Takeaways:
