2018 - The Fundamentals of Crisis Management

OVERVIEW
What happens when one of the crisis management team members such as the designated leader cannot be part of the team?
How quickly should the crisis management team be gathered, and what happens if a team member is in Asia or Europe when a crisis is declared?
Where should the crisis management team meet?
Should there be multiple locations for the crisis management team to gather?
How does the company crisis management plan interface with a facility emergency response plan?
Should there be a crisis manager, and if yes, what is their role?
When is the work of the crisis management team done?
Is there need for “outside expertise” in a crisis, if yes, when and who?
Where should a crisis be managed, e.g. at headquarters by the crisis management team, at the site of the crisis or by a third party and why? Is there a need for a plan facilitator, and if so who should it be and what do they do?
What happens (in a mult-national company) if the point of crisis is in the states, and the division involved is managed in Europe or the Far East?
How does the speed of a crisis impact the decision-making?
If the media is involved (more than likely this will be the case in a crisis) how media interview in crisis should be treated/managed and by whom?
Keeping in mind the media will write a story on the event, what information (if any) e.g. messages should they be provided; when and by whom?
With the crisis management team in place, what next? Should there be a template that is to be followed? Where should the plan be physically located? Should the plan be a controlled document, and if so who should have copies of the plan?
Most effective crisis management plans have phases or steps, e.g. communication, remediation and recovery among others, who should be in charge of such phases?
Does media training have value?
What messages should be created, provide to the media, who should create/approve these message and who should provide the messages and why?
What will influence the messages?
What happens when a crisis reaches stability, and what is stability?
Who evaluates the impact of a crisis and when?
When should crisis remediation and recovery begin?
Are crisis sub-teams a good approach and what, if anything should they be doing.
Should a “Management System” be employed in the management of a crisis, and what is a management system?
What is the value of crisis exercises and when should they be done?
The financial incentives are clear. A crisis will impact a company’s ability to operate. Failure to have a written and tested crisis management plan can be devastating to the financial well being of a company.
WHY SHOULD YOU ATTEND
There is no need to have a crisis management plan until you need one; and if you do not have one you and your company have a serious problem. There are many examples of an unprepared and untrained high-level company officials responding poorly in a media interview simply because they have not been trained as part of the crisis management plan protocol.
This webinar addresses risks that lead to a crisis, crisis prevention management, behaviors that may lead to a crisis and behaviors during and after crisis. It focuses on how to provide resources, and how to manage the media during a crisis. It discusses the situation room, developing messages, the nines stages of crisis, crisis scenario development, crisis exercises and the crisis management system among others.
You should attend to learn how to prepare a crisis management plan, and if you have obe you should attend to see how well it matches up with what should be included in the plan.
AREAS COVERED
The following areas will be covered:
• Risk and crisis prevention
• Behaviors and crisis
• The nine stages of a crisis
• The event and the criteria to determine a crisis
• Format and protocol for contacting the location having a crisis.
• Membership of a crisis team and their roles
• The crisis manager and their job
• The crisis spokesperson
• The speed of a crisis
• Addressing/managing the media
• The developing and presenting of crisis messages
• Crisis stability, remediation and recovery
• The crisis management system
• The crisis exercise and
Much more
LEARNING OBJECTIVES
This webinar addresses risks that lead to a crisis, how to prevent a crisis, behaviors that may lead to a crisis and behaviors during and after crisis. It focuses on how to provide resources, and how to manage the media during a crisis. It discusses the situation room, developing messages, the nines stages of crisis, crisis scenario development, crisis exercises and the crisis management system among others.
Some have said that a company should not put money into preparing, updating and testing a crisis management plan. They believe it is better spent on entertaining clients or increasing stores inventories. To these people I ask what is the cost to have a facility closed for 1 hour, 1 day, 1 year or permanently as a result of a crisis.
WHO WILL BENEFIT
The company and all who could possibily be involved in a crisis situation. The tools learned will provide the confidence needed to effectively prepare for, address and successfully satisfy a crisis.
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