Blindsided: a manager's guide to crisis leadership
Second edition.. - Brookfield, Connecticut: Rothstein Publishing, 2014
Online
Monographie, Elektronische Ressource
- 1 online resource (458 pages) : illustrations
Ermittle Ausleihstatus...
Uniquely two-books-in-one, this 2nd Edition of Blindsided covers both Crisis Response and Crisis Preparedness and interweaves the principles of Crisis Leadership throughout every step.
Cover -- Title page -- Copyright -- Acknowledgments -- Dedication -- What Business Leaders Are Saying About Blindsided -- Author's Preface to the 2nd Edition -- Foreword by Luke R. Corbett -- Foreword by Daniel Diermeier -- Table of Contents -- PART 1: RESPONSE -- Introduction: Now What Do You Do? -- 0.1 Crisis Leadership Moments -- 0.2 Imagining the Worst, and Picturing What to Do -- 0.3 Crisis Phases -- 0.3.1 Impact Phase -- 0.3.2 Immediately Afterward -- 0.3.3 Hours Later -- 0.3.4 The Aftermath Phase -- 0.4 Managing Your Way Through a Crisis -- 0.4.1 Impact Phase -- 0.4.2 Immediately Afterward -- 0.4.3 Hours Later -- 0.4.4 The Aftermath Phase -- Chapter 1 Crisis Leadership: The Crisis Whisperer -- 1.1 Finding Crisis Leadership -- 1.2 Becoming a Crisis Whisperer -- 1.3 Be-Know-Do -- 1.3.1 What Do You Need to Be? -- 1.3.2 What Do You Need to Know? -- 1.3.3 What Do You Need to Do? -- 1.4 A Crisis Whisperer in Action -- 1.5 The Five Guiding Principles of Crisis Leadership -- 1.6 Crisis Leadership Mindset - CIA -- 1.6.1 Core Assets -- 1.6.2 Involved Stakeholders -- 1.6.3 Anticipation -- Chapter 2 Taking Decisive Action -- 2.1 Three Ways You Could Get the News -- 2.1.1 Personally Involved -- 2.1.2 Near But Not Involved -- 2.1.3 Remote From the Incident -- 2.2 Breaking It Down -- 2.3 You'll Need to Act Fast -- 2.4 The Hunt for Information: Four Questions -- 2.4.1 What Happened? -- 2.4.2 How Bad Is It? -- 2.4.3 What Is Being Done? -- 2.4.4 What Is the Potential for Escalation? -- 2.5 Keep the Big Picture in Mind -- 2.6 Crisis Decision-Making -- 2.7 Use a Model to Optimize Decision-Making -- 2.7.1 Scan -- 2.7.2 Identify -- 2.7.3 Predict -- 2.7.4 Decide -- 2.7.5 Execute -- 2.8 A Manager in Crisis -- 2.8.1 Damage Control -- 2.8.2 Orchestrating Your Response -- 2.8.3 The Imperative for Rapid Response -- 2.9 Four Categories of Concern -- 2.9.1 People.
2.9.2 Business Disruption -- 2.9.3 Reputation -- 2.9.4 Finances -- 2.10 Other Priority-Setting Strategies -- 2.11 Checklist of Immediate Action Items -- Chapter 3 Crisis Containment -- 3.1 We're Now Entering the Crisis Containment Phase -- 3.2 The Six Phases of Managing a Crisis -- 3.2.1 Phase 1: Notification and Activation -- 3.2.2 Phase 2: Fact Finding -- 3.2.3 Phase 3: Decision-Making -- 3.2.4 Phase 4: Prioritizing -- 3.2.5 Phase 5: Implementation -- 3.2.6 Phase 6: Purposeful De-escalation -- 3.3 Crisis Command Center (CCC) -- 3.3.1 Location -- 3.3.2 The Ideal Room -- 3.3.3 Other Possibilities -- 3.3.4 Special Roles -- 3.3.5 Additional Command Center Tips -- 3.4 Crisis Action Team(CAT) Leader -- 3.5 Initial CAT Meeting -- Chapter 4 Order Out of Chaos -- 4.1 Understanding the Crisis -- 4.2 Crisis Decision-Making Revisited -- 4.3 Common Crisis Management Problems - ACE -- 4.3.1 Authority -- 4.3.2 Communications -- 4.3.3 Expectations -- 4.4 Psychological First Aid -- 4.5 Rallying the Troops -- 4.5.1 Who Is Hurting? -- 4.5.2 Prepare for Family Members -- 4.5.3 Tell What They Know -- 4.6 Employee De-escalation Meetings -- 4.6.1 De-escalation Meeting Content -- 4.7 Taking Stock -- 4.8 A Tale of Two Traders -- 4.8.1 Background -- 4.8.2 All-Tech Response -- 4.8.3 Momentum Response -- 4.9 Day One CMT Checklist -- 4.10 Ten Questions to Assess Your Decisions and Actions -- Chapter 5 Crisis Communications -- 5.1 Setting the Ground Rules for Effective Crisis Communications -- 5.1.1 Delegating During a Crisis Response -- 5.1.2 Giving Information Out: Keeping Control of the Message -- 5.1.3 Honesty - the Best Policy - Does Not Mean Saying Everything -- 5.1.4 Communication Is a Human Art -- 5.2 Media Relations During a Crisis -- 5.2.1 Before a Press Conference or Interview -- 5.2.2 Working With the Press Corps -- 5.2.3 Beyond the News Media.
5.2.4 Protect Your People From Media Intrusions -- 5.2.5 Ongoing and Long-term Communications -- 5.3 Notifying Others of the Situation -- 5.3.1 Notification vs. Mobilization -- 5.3.2 Key Contacts -- 5.3.3 Beyond Phone Numbers -- 5.3.4 Emergency Response Team(ERT) -- 5.3.5 Crisis Management Team(CMT) -- 5.4 Notifying Throughout the Organization -- 5.4.1 Board of Directors -- 5.4.2 Corporate Counsel -- 5.4.3 Corporate Security -- 5.4.4 The Rest of the List -- 5.5 Delivering Initial Notification -- 5.6 Notifying Family of Fatalities and Serious Injury -- 5.7 A Team With Heart -- 5.8 Management With a Heart -- 5.8.1 Senior Management Visits -- 5.8.2 Saying the Right Thing When it Matters -- Chapter 6 Reputation Management -- 6.1 The Age of Crises -- 6.2 The Good Samaritan Principle -- 6.2.1 Response of Wal-Mart and Sears to Hurricanes Katrina and Sandy -- 6.3 Trust-Building Components -- 6.3.1 Transparency -- 6.3.2 Expertise -- 6.3.3 Commitment -- 6.3.4 Empathy -- 6.4 Anticipation and Preparation -- 6.5 Leading Under Pressure -- 6.5.1 The Psychology of Reputation -- 6.5.2 The Anatomy of Blame -- 6.5.3 Crisis Leadership Roles -- 6.5.4 Outside Advisors and Consultants -- 6.6 Towards a Reputation Management Capability -- Chapter 7 Establishing the New Normal -- 7.1 It's Back to Work We Go -- 7.2 Your Window of Opportunity -- 7.3 The First Day Back -- 7.3.1 The Management Briefing -- 7.3.2 Ways of Listening -- 7.4 A Program for Recovery: Psychological First Aid -- 7.4.1 Traditional Psychological Debriefings Not Recommended -- 7.4.2 Positive Coping Strategies Needed -- 7.4.3 Individual Assessment and Counseling -- 7.4.4 Early Intervention -- 7.5 Phasing Back Into Productive Work -- 7.5.1 Supervisory Monitoring -- 7.5.2 Purposeful Disengagement -- 7.5.3 Anniversary Effect -- 7.6 Operational Debriefing for Lessons-Learned -- PART 2: PREPAREDNESS.
Chapter 8 The First Steps to Preparedness -- 8.1 The Financial Impact of Preparedness -- 8.2 The Prepared Manager -- 8.2.1 How Prepared Are You? -- 8.3 Crisis Management Is About People -- 8.3.1 Impacted Employees -- 8.3.2 Your Organization Is a Human System -- 8.3.3 Good vs. Poor Crisis Response -- 8.4 The Process of Preparedness -- 8.4.1 Applying the Five Steps: Two Examples -- 8.4.1.1 Workplace Violence -- 8.4.1.2 Executive Air Travel -- 8.5 Set up the Crisis Planning Committee (CPC) -- 8.5.1 Multidisciplinary Perspectives -- 8.5.2 Team Decision-Making Works -- 8.5.3 A Daunting Task Demands a Strong Group Effort -- 8.6 How to Set Up a CPC -- 8.6.1 Determine the Scope -- 8.6.2 Identify Champions -- 8.6.3 Select the CPC Members -- 8.6.3.1 WhyYou Need an Attorney -- 8.6.3.2 Select a Consultant -- 8.6.4 Set an Agenda -- 8.6.5 Establish a Budget -- 8.6.6 Make a Schedule -- 8.6.7 Conduct the Meetings -- 8.6.8 What to Avoid as a CPC -- Chapter 9 Analyzing Your Foreseeable Risks -- 9.1 How Societal Change Has Generated Risks -- 9.2 The Ripple Effect of Vulnerability -- 9.3 Identifying and Analyzing Foreseeable Risks -- 9.3.1 Thinking About Likely Scenarios -- 9.4 What's Likely to Happen? Analyzing Crisis Probability -- 9.4.1 Risk Analysis Checklist -- 9.5 How Bad Could It Be? Analyzing Crisis Severity -- 9.5.1 Protecting Your Core Assets -- 9.5.2 Blame Revisited -- 9.5.3 Plotting Probability and Severity on the Foreseeable Risk Analysis Grid -- 9.5.4 Additional Considerations in Assessing Severity -- 9.5.4.1 Legal Liability -- 9.5.4.2 Public Relations -- 9.5.4.3 Investors -- 9.5.4.4 Safety -- 9.5.4.5 Productivity -- 9.5.4.6 Outrage -- 9.5.4.7 Recruiting -- 9.5.4.8 Key Relationships -- Chapter 10 Evaluating Your Existing Crisis Procedures -- 10.1 Evaluate and Enhance Your Strengths -- 10.2 Leverage Your Strengths to Enhance Preparedness -- 10.2.1 Time.
10.2.2 Money -- 10.2.3 Effort -- 10.3 Existing Controls: Where to Look and What to Look For -- 10.4 What You Should Look For: Clear Strategy and Good Tactics -- 10.4.1 Assessing Strategy and Tactics: One Example -- 10.4.1.1 Validity vs. Reliability -- 10.4.1.2 Strategy -- 10.4.2 Leave No Strategy or Tactic Unevaluated -- 10.4.3 Now Enhance Your Strengths -- 10.5 Common Elements of Preparedness Plans -- 10.5.1 Security Risks -- 10.5.2 Cyber Security -- 10.5.3 Public Relations (PR) -- 10.5.4 Company Website -- 10.5.5 Crisis Command Center -- 10.5.6 Backup Command Center Location -- 10.5.7 Notification Plans -- Chapter 11 Organizing New Controls and Drafting Your New Plans -- 11.1 Addressing Weaknesses Through Controls -- 11.1.1 Benchmarking New Controls -- 11.1.2 Brainstorming New Controls -- 11.2 Use a Scenario to Imagine the Worst - and Control It -- 11.2.1 Select a Scenario forYour Brainstorming -- 11.2.2 Consider the Stakeholders -- 11.2.3 Examine Possible Consequences -- 11.2.4 Anticipate Cascading Effects -- 11.3 The Reasonable Person Test -- 11.3.1 Example: Security Fence -- 11.3.2 Example: Airline Security -- 11.3.3 Value of the Reasonable Person Test -- 11.4 The Darker Side of "Reasonable": Pan Am 103 -- 11.5 Primary vs. Secondary Prevention: Negotiating Hostage Release -- 11.6 Bringing It Down to Earth: Identifying New Controls -- 11.7 No Company Is an Island -- 11.8 New Controls Can Challenge Your Culture -- 11.9 Consider the Whole System -- 11.10 Integration -- 11.10.1 Three Tiers Within Your Crisis Planning -- 11.11 Addressing Unique Cultural Issues in Your Plan -- 11.11.1 Anticipating Resistance and "Smoothing in" New Controls -- 11.11.2 Don't Go It Alone -- 11.12 Gaining Senior Management Buy-In -- 11.12.1 Reframe Your Role -- 11.12.2 Executive Sponsor -- 11.12.3 Know the Landscape -- 11.12.4 Additional Resources.
Titel: |
Blindsided: a manager's guide to crisis leadership
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Verantwortlichkeitsangabe: | Bruce T. Blythe ; Kristen Noakes-Fry, editor |
Autor/in / Beteiligte Person: | Blythe, Bruce T. [author.] ; Noakes-Fry, Kristen [editor.] |
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Ausgabe: | Second edition. |
Veröffentlichung: | Brookfield, Connecticut: Rothstein Publishing, 2014 |
Medientyp: | Monographie |
Datenträgertyp: | Elektronische Ressource |
Umfang: | 1 online resource (458 pages) : illustrations |
ISBN: | 1-931332-71-1 |
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