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Executing Crisis: A C-Suite Crisis Leadership Survival Guide by Dr. Jo Robertson

NEW BOOK – EXECUTING CRISIS A C-Suite Crisis Leadership Survival Guide, by Dr. Jo Robertson

Today’s executive needs to be prepared to take quick action to annihilate crises before they happen! EXECUTING CRISIS: A C-SUITE CRISIS LEADERSHIP SURVIVAL GUIDE is made for business leaders who wants to learn how to manage a crisis when it arises. Managing a crisis when it arises Your leadership survival guide provides an extensive amount of…

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Meet Rothstein Publishing’s Newest Author: Tony Jaques

Rothstein Publishing is pleased to welcome Tony Jaques to our outstanding international team of authors. About Tony Jaques Tony Jaques (pronounced "Jakes") is a New Zealander who now lives in Australia, where he has established an international reputation as an authority on issue and crisis management and risk communication. He has authored three books on those…

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Crisis Communications Strategy: Getting into that Operational Rhythm

Crisis Communications Strategy: Getting into that Operational Rhythm Communication during a crisis is one of the most sensitive tasks an emergency manager must deliver in a timely manner. As a crisis can happen an emergency manager must be prepared with an effective crisis communications strategy so that everyone involved understands at an enterprise-wide level. Crisis Communications…

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Developing an Effective Disaster Preparedness and Communication Plan

According to Aaron Charlesworth (for Risk Management Magazine): Developing an Effective Disaster Preparedness and Communication Plan Although weather is often unpredictable and always uncontrollable, businesses can go a long way toward mitigating damage with careful preparation. According to a 2018 report by the U.S. Chamber of Commerce and MetLife, however, more than one-third of small businesses…

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Victim Management And Reputation Risk For A CEO

According to Jim Lukaszewski, "The most volatile component of all crisis response is victim management. Failure to promptly, humanely, and empathetically see that victims' needs are also met will eclipse an organization's response. Even a flawless response will be remembered for its angry survivors, relatives, public officials, sometimes competitors, but almost always the critics.

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Setting Crisis Response, Communication Strategies, And Priorities

According to Jim Lukaszewski, in a crisis, effective decisions and actions must precede communication. The reality is that once the instant of crisis has occurred, the process of recovery has begun. Recovery can be quite complicated and lengthy. The operational response goal is to put the focus truly on the first 1-3 hours of a crisis. This will then assure that tone, tempo, scope, and intent are established powerfully and constructively. Emergency communication response priorities must also address appropriate operational action. In addition to this, it must match the expectations of all potential audiences who could be affected or afflicted by your actions or by the crisis situation.

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Free White Paper: The Perfect Apology From A Leader

An Apology From a Leader can be a good thing The most powerful action in reputation recovery and rehabilitation is to apologize. If you want or need forgiveness, you’ll need to step up and apologize. “Wait a minute,” you say, “The lawyers won’t ever let me apologize.”. Well, let’s talk about leadership apology, understand it,…

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The Pathology of Leadership Error in Crisis

Self-Inflicted Leadership Crisis Response Failure Behaviors

1. Surprise: Stems from the U.S. management culture developed over the last 40 years which stresses the invincibility of managers and leaders based on extensive monitoring and data collection to the exclusion of many traditional (historic?) management beliefs, actions, concerns and functions. Today’s prevailing attitude is that smart managers are unlikely to suffer a crisis.

The unintended consequence of this delusion is that much necessary readiness activity never takes place.

Part of the surprise crisis always brings is related to the almost immediate realization by these smart leaders that readiness has suffered in an environment of management omnipotence and over optimism about inherent response capabilities.

The lesson: The smarter they are the harder and faster they fall.

The outcome is: The refusal to believe that things are serious, i.e. not wanting to look too concerned in the eyes and gossip of peers.

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Crisis Leadership: Purposeful De-escalation Guide

With the heavy scrutiny that crises bring, even the terms you use can have an impact. When the time comes to phase down the crisis response, avoid using the terms disengagement or deactivation. De-escalation implies that the team is phasing down to “watchful waiting.” This means that the team will remain vigilant for any developments…

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