Crisis Leadership Now

A Real-World Guide to Preparing for Threats, Disaster, Sabotage, and Scandal

by Laurence Barton
McGraw-Hill 2007
352 pages

Focus Take-Aways
Leadership & Management Many organizations are poorly prepared to handle emergencies.
Strategy
The number of different emergency events and scenarios that can hamstring an
Sales & Marketing
organization is staggering.
Finance
Human Resources
Organizations often operate in a state of blissful denial that a disaster will ever occur.
IT, Production & Logistics When it does, few organizations communicate effectively.
Career Development Be prepared to communicate details about the event, to provide a timeline, and to
Small Business outline your companys actions to address or mitigate the negative effects.
Economics & Politics
A crisis requires one commander for tactical control and one spokesperson for
Industries
message control.
Intercultural Management
In any crisis, before anything else, take care of the victims. Plan to have an
Concepts & Trends
emergency operations center.
To prepare for a disaster in advance, designate a supervisor, management teams
and an off-site facility for IT backup.
Set up another team to focus on business continuity after the event.
The best way to deal with a crisis is to prevent it in the first place. This is not
always possible.

Rating (10 is best)

Overall Applicability Innovation Style

9 9 8 8

To purchase abstracts, personal subscriptions or corporate solutions, visit our Web site at www.getAbstract.com, send an e-mail to [email protected], or call us in our
U.S. office (1-877-778-6627) or in our Swiss office (+41-41-367-5151). getAbstract is an Internet-based knowledge rating service and publisher of book abstracts. getAbs-
tract maintains complete editorial responsibility for all parts of this abstract. The copyrights of authors and publishers are acknowledged. All rights reserved. No part of this ab-
stract may be reproduced or transmitted in any form or by any means, electronic, photocopying or otherwise, without prior written permission of getAbstract Ltd (Switzerland).

This summary is restricted to the personal use of Pierre Elias ([email protected])

 Relevance

What You Will Learn

In this Abstract, you will learn: 1) Why every organization ought to be prepared for a
crisis; 2) How to handle a crisis; 3) How to communicate during a crisis; and 4) How to
assure business continuity after a crisis.

Recommendation
Managing an organization is an awesome challenge during the best of times, but far
harder in the worst of times. Every process and problem becomes infinitely more
difficult when a disaster strikes, be it an act of terrorism, an industrial emergency, fire,
flood, earthquake, hurricane, corporate crime, scandal, epidemic, mass murder you
name it. Alas, the old saw that anything that can go wrong will go wrong is often true.
Is your organization prepared? Studying this book by crisis expert Laurence Barton is a
good way to get ready. He details practical, time-tested responses to disasters of all types.
Most crises arrive without warning, so solid preparation is vital, and denial will get you
nowhere fast. If you are a CEO, a communications professional or a senior executive,
getAbstract advocates reading this very practical book before the deluge.

Abstract

Are You Ready for a Crisis?

Crisis Few organizations are prepared for crises or ready to handle disasters. Indeed, many
management is are incompetent at crisis planning, management and communications. Here are some
uniquely focused prime examples:
on how to respond
to victims, Corporate thieves stole millions of customer credit card records from TJX, the
employees and corporate parent of Marshalls and T.J. Maxx retailers, due to its inadequate security
other stakeholders
during those
system. When the media asked about the theft, TJX reps hid behind confidentiality.
precious first The company also failed to notify customers promptly.
eight hours of In 2004, an employee at Friendlys Ice Cream Restaurant in Arlington, Mass., came down
your situation. with hepatitis. As a result, thousands of diners immediately needed immunoglobulin
injections. The media jumped on it. Alas, Friendlys treated the event too casually, so
people stopped eating at the suddenly unfriendly outlet, which soon closed.
During a Dateline taping for NBC, reporter Brian Ross showed Wal-Mart CEO
David Glass an NBC video reporting that small Indian and Pakistani children
were working in brutal sweatshops run by Wal-Mart subcontractors. The kids were
sewing clothes later marketed as Made in America. Ross asked Glass to comment:
Terrible things happen in this world, he said lamely. A Wal-Mart vice president
walked in and abruptly ended the interview. NBC aired Glass dumb remark and
Wal-Marts ham-handed shutdown.
Even the most
stellar business What accounts for such slapdash planning? Many companies appear blissfully unaware that
leaders in the
world can stumble
a crisis could hit. Yet the potential disasters are unlimited: threats of violence, floods, war,
in a crisis. hurricanes, fires, tornadoes, power failures, pandemics and terrorism. Businesses also can
face manufacturing or product problems, like recalls, counterfeiting, boycotts, compliance
violations, supply chain disruptions, union problems, community protests, corporate thefts
and scandals. It only takes one crisis to create chaos. Do you have contingency plans?
Crisis Leadership Now Copyright 2009 getAbstract 2 of 5
 Violence in the Workplace
Employees can be the perpetrators or victims of violence at work. Unfortunately, many
An emergency senior managers act as if violence cannot occur at their sites. They are mistaken. More
is any incident, than 8,000 violent episodes occur daily in U.S. workplaces. Stalking and domestic
potential or actual, disputes are common. So are e-mail threats. To guard against hiring potentially violent
which seriously employees, HR departments should thoroughly examine prospective workers, including
disrupts the overall
operations of
checking for any past criminal activity.
your enterprise. To sniff out a potentially problematic employee, use this question in the middle of an
interview: Tell me (those are the pivotal, operative words) about a highly stressful
situation involving a former co-worker and how you resolved it. A person who claims
that no such incident ever occurred around him or her probably is lying. You are looking
for a response that indicates, no surprises, no anger, no drama. This will show what
the candidate deems stressful, and how he or she handles conflict resolution. It also can
Most executives
have no idea what
offer some clues about his or her emotional make-up.
crisis preparedness
tools their business Health Crises, Violent Weather and Other Disasters
needs until a Pandemics or epidemics can close your company with surprising speed. Does your
crisis strikes. organization have a plan for infectious or hazardous emergencies and other medical
issues? It should. Prepare also for vile weather. A tornado or hurricane can put you out
of business. Consider Hurricane Katrina, the devastating, $150 billion storm that leveled
New Orleans. Industrial disasters, terrorism or sabotage also can be devastating. Build
your contingency plans accordingly.
As a leader, it is
your responsibility
Communicating When Its Code Red
to be aware When disaster strikes, your organization must communicate about the situation to its
of issues of employees, customers and investors, as well as the media and the public. Before anyone
insurability. The starts talking, answer three vital questions: What do we know? When did we know it?
time to learn about What are we going to do about it? You have only about eight hours to tell your story.
your financial
exposure is now, After that, you will have ceded control of the story to others, like the media. To manage
before devastating crisis communication, track these primary points:
events occur.
Develop a formal crisis communications plan in advance of any crisis.
Create a fact sheet that details the events scope and its timeline. List victims and
witnesses. Routinely update it. Confirm all facts.
Establish who within the organization will contact victims.
Develop responses to the predictable questions: why, what, when and how.
Prepare statements or scripts your telephone operators can use with callers.
Today, there are If possible, communicate first to your employees, then to other constituencies.
millions offirst Respond to each relevant group, like investors, customers, staff, the media and
responders the public.
embedded in
companies, only Designate a single, fully prepared spokesperson. Have him or her rehearse responses
now they are called to the 20 worst imaginable questions.
risk managers,
directors of Crisis Response and Recovery
public relations, Your organizations crisis plan should designate a senior-level corporate crisis
vice presidents
of security or management team to report to the CEO, evaluate the extent and future scope of the
chief information disaster, and operate as long as needed. Set up an overall incident commander to
officers. handle tactical issues and work with the CEO, an organizational crisis management
team to focus on resuming business, a business continuity plan coordinator and a
communications manager.
Crisis Leadership Now Copyright 2009 getAbstract 3 of 5
 When disaster strikes, take these immediate steps:
Respond first to victims First make sure the victims get help. Coordinate first
responders. Inform senior management about the scope of the event. Activate the
Companies that corporate crisis management team and have it gather facts. If need be, open a 24/7
live in denial will emergency operations center (EOC). Implement the communication plan. Issue a
devise some clever
excuses as to why brief on the status of the crisis every 30 minutes. Activate the organizational crisis
they dont need a team to consider how to restart operations.
crisis plan. Respond second to organization Maintain the EOC. Begin media communication
using one spokesperson only. Brief your legal counsel and insurance carriers on any
exposure ramifications. Conduct rehearsal press conferences for the CEO. Log all calls.
Respond third to publics Have the CEO or another senior executive lead a press
briefing. Focus on the victims and the companys actions. Communicate fully to your
employees and customers. Document all major decisions, along with dates and times.
Respond to recovery needs Keep the corporate crisis team updated. Survey
Your senior employees, customers and other stakeholders to see if the response meets their needs.
executive should Coordinate with underwriters to be sure claims are met quickly. Make sure those
be briefed on affected get the help they need.
business continuity
at least annually. Events should unfold in roughly this order, depending on the situation:
Post-crisis: first eight hours Deal with the most dangerous circumstances
immediately. Activate the emergency operations center to take care of victims. Make
sure first responders get everything they need, when they need it. Assess the extent of
the disaster. Initiate communications. The organizational crisis team should meet at
least twice daily. Finance should track all costs. Establish supplier and vendor contact
Your crisis team as needed. Organize follow-up psychological counseling for those who need it.
will need to assess Post-crisis: eight hours and beyond The incident commander works with the
if it is prepared corporate crisis team to make all the vital decisions. The organizational crisis team
to handle the should implement the incident commanders directions and respond to the needs
crisis at hand by
considering if its of victims, employees and the community. Hire contractors as required for smoke
leadership has and water removal, debris removal, damage control and repairs. Implement an
thephysical information security plan. Set up a shadow Web site to communicate with all
and tele- groups. Establish a company emergency hotline for all employees. The business
communications
resources needed
continuity plan coordinator should make sure your program is in effect.
to sustain the Recovery Develop a plan with target dates for facility repair. Have your legal
company during counsel review all due diligence requirements. Continue to assess the damage. Deal
a prolonged with all utility providers. Keep adequate cash on hand. Develop special compensation
incident.
incentives as required. Stay on top of all logistical requirements.
Message plan Guarantee action. Stress organizational values. Assume full control
of all press briefings and related activities. Immediately correct any misinformation.
Heed these basic crisis management and recovery plan considerations:
Before the crisis Designate corporate crisis and organizational crisis team
In crisis com- members and operational managers to get things back to normal after a crisis. Plan
munications, every an IT recovery site. Meet semi-annually to discuss the crisis response plan. Update
word counts, every and share the communications plan often.
nuance matters. Primary players Designate an incident commander to manage the crisis
tactically. Designate a leader from the communications department to manage the
message. Legal counsel should coordinate with insurance brokers about your firms
fiduciary responsibility, if any.
Crisis Leadership Now Copyright 2009 getAbstract 4 of 5
 Measuring disruption Your organization must assess the extent of the disaster.
Finance and accounting What is the financial damage? What is your liability?
Insurance coverage? Anticipated losses? Impact on quarterly earnings?
Communications Immediately activate a communications response team.
Depending on the emergency, their job may continue without a break for a long time.
Make sure the emergency operations center is fully staffed and has back-up power
On average, three
individuals are
and emergency supplies. Ensure open communications between headquarters and
murdered at work the crisis site. Be prepared in case your leaders need an alternate site with adequate
each day in the IT and telecommunications. Communicate openly with the media and the public.
United States. IT Is connectivity operable? What about data and equipment loss?
[ NIOSH Annual
Sales and marketing When will production re-open? If apropos, do customers get
Report, 2006]
refunds? Will you advertise during the crisis? How will you update major customers?
Security Coordinate completely with law enforcement. Did surveillance
cameras videotape the event? Are any perpetrators employees? Customers? Other
stakeholders? Have you restricted access to the site? Do you need more guards? Did
you have warnings? Do you have a script for telephone personnel and receptionists?
Human resources Acknowledge all victims and heroes. Coordinate with legal counsel
regarding restitution or compensation. Institute an employee communications plan.
Legal What obligations await? Heed your duty to care, duty to warn and duty to act.
Strategic planning What impact will the crisis have on existing plans? Periodically
Every day around update the organizational crisis team on the status of all human and physical assets.
the world, people International Does local custom mandate burying victims within 24 hours? Must
engage in acts of you confiscate passports of any potentially implicated employees?
retribution and Public affairs Do you need government or lobbying assistance? What are the
sabotage.
organizations fiduciary obligations to investors?

Ten Pillars of Business Continuity

Your post-crisis push is to get back to business. For future stability, try these 10 best practices:
1. When disaster strikes, you cannot possibly over-communicate with victims.
2. Be in 24/7 contact with employees, contractors and vendors.
3. Get your off-site IT recovery operations and EOC up and running as soon as possible.
4. Make sure the staff receives full salaries and benefits. Give the incident commander
authority to pay for equipment, hotel rooms and consulting services as needed.
We are in the Document everything, including damages. Plug in your insurance carrier ASAP.
midst of an 5. One and only one spokesperson communicates. Employees should refer all questions
unprecedented to that spokesperson. Avoid policy infractions. Control rumors.
holy war aimed
not only against 6. Designate psychological counselors and make them available for anyone affected.
governments 7. Update stakeholders three times daily concerning all activities and progress.
but also against 8. Stay on top of all suppliers. Make sure they aid the recovery in a timely manner.
business. 9. Make sure the disaster is over before you declare it done. Consider scenario testing to
ensure that things are again as they should be. Plan a multi-tiered return to normalcy.
10. Assess event fallout. Establish accountability. Reward anyone who deserves it.

About the Author

Laurence Barton, Ph.D., is a crisis management expert who has handled more than
1,200 crisis incidents worldwide. He is a management professor at The American College,
Bryn Mawr, Pa.
Crisis Leadership Now Copyright 2009 getAbstract 5 of 5