Crisis Proofing: How To Save Your Company From Disaster

Crisis Proofing: How To Save Your Company From Disaster

TABLE OF CONTENTS
List of Tables and Figures
Preface: Crisis is an Equal-Opportunity Risk
About the Author
Acknowledgements

CHAPTER 1: WHY CRISIS PROOFING IS IMPORTANT
Crisis proofing as a goal
Is crisis proofing really possible
Is my watch waterproof or water-resistant?

CHAPTER 2: OPPORTUNITY AND THE PENALTY FOR BAD BEHAVIOUR
Is a crisis really an opportunity?
Self-inflicted crises
The tsunami effect

CHAPTER 3: THE HIGH COST OF NOT CRISIS PROOFING
Effect on market value
Effect on reputation
Planning must be a priority

CHAPTER 4: HOW TO KNOW A CRISIS IS COMING
Crisis as inevitability
Crisis as predictability
Red flags and warnings

CHAPTER 5: GETTING THE LANGUAGE RIGHT
The importance of terminology
Some definitions
Issue management
Crisis management
Language and positioning

CHAPTER 6: FITTING IT ALL TOGETHER
Crisis preparedness
Crisis prevention
Crisis incident management
Post-crisis management

CHAPTER 7: ACTIONS YOU CAN TAKE TO PREVENT A CRISIS HAPPENING IN THE FIRST PLACE
Issue sources
Linking issues and risk
Risk versus resources
Developing priorities

CHAPTER 8: TAKING A STRATEGIC APPROACH
Introducing an issue management model
Step one: definition
Step two: objective
Step three: intended outcomes
Step four: tactics
Evaluation
Strategic planning

CHAPTER 9: THINGS YOU CAN DO TO PREPARE FOR THE OBVIOUS CRISES
A case study of what went wrong
Undervaluing the impact of a crisis
'Natural' crises

CHAPTER 10: PUTTING THE CRISIS PLAN TOGETHER
Designated Crisis Management Team
Activating the team
Crisis management location
Clear roles and responsibilities
Contact lists
Pre-approved information
Crisis training

CHAPTER 11: HOW TO MINIMISE DAMAGE WHEN A CRISIS STRIKES
The impact of bad communication
The role of spokesperson
Should the CEO be crisis spokesperson?
Should the CEO go to the scene to take charge?
So, what to say?

CHAPTER 12: WHAT TO DO AFTER THE CRISIS SEEMS TO BE OVER
Recovery/business resumption
Post-crisis issue impacts
Responding to post-crisis issues
Evaluation and modifiction
How to review and learn

CHAPTER 13: NO, IT'S NOT JUST ABOUT FACTS AND DATA
Piling on the data
What's a fact anyway?
Truth doesn't always prevail
What's the solution?

CHAPTER 14: NO, IT'S NOT JUST ABOUT THE LAW EITHER
Strategy development
When legal advice goes feral
Legal versus ethical
The flow of information
Listening to lawyers
Silence is not golden

CHAPTER 15: WHY LAWYERS DON'T LIKE YOU TO APOLOGISE
When apologising reduces liability
The challenge of a good apology
Apologising and reputation

CHAPTER 16: SOCIAL MEDIA: BOTH A STRENGTH AND A THREAT
Social media and the CEO
The roles of social media in crisis management
Monitoring and responding

CHAPTER 17: SOCIAL MEDIA: DO IT FAST AND DO IT RIGHT
When things go wrong
Control and the dark website
Role of the CEO

CHAPTER 18: MANAGING CRISES ACROSS BORDERS
Crises spanning multiple nation states
Multinational organisational crises
Organisational crises across borders
The nature of multinationals

CHAPTER 19: RECOGNISING AND RESPONDING TO CROSS-BORDER CRISES
When things go wrong
Recognising cross-border crisis impact
Recognising cultural differences

CHAPTER 20: IT'S ALL ABOUT LEADERSHIP
Crisis and leadership
Barriers to executive learning
Leadership crisis roles
Crises and personal cost
Response versus responsibiity
Introducing the crisis-proof organisation

References
Index


 

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