Handling Crises
Athira Nair and Matt Bikoff
When is a situation a crisis?
• High degree of instability
• Potential for extremely negative
results
• Can endanger continuity of the
organization
• Brings surprise or change
Types of Crises
• According to LSU, three types of crises
–Sudden
–Smoldering
–Bizarre
The Chinese symbol
for crisis means “opportunity
blowing on an ill wind.”
…Which means what doesn’t
kill you will make you stronger.
Why are crises important?
• Consequences determine future of
organization
• Distinguish effective and ineffective
leaders
• Can be seen as a turning point for the
organization
What you can learn from crisis:
• Redefine core values of organization
• Renew organizations by getting new
hands to replace old ones
• Brings out honor, selflessness, etc.
• Bonding and renewed trust
Four Elements of Crisis Leadership
• (1) being visible and available
• (2) communicating supportively,
carefully and regularly
• (3) controlling one’s behavior and
reactions
• (4) giving the situation perspective to
create alignment
Handling It: Communication
• You must know the facts!
• Overall Objective: to be clear, articulate
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Tone of voice
Choice of words
Tempo of speech
Eye contact
Repetition
Handling It: Communication
• Determine who to contact and in
what order
• Designate a spokesman
• Give an email address/hotline
number
• One clear repeated message
Handling It: Communication
• Anticipate tough questions
• Answer questions in a timely
manner.
• Tell the truth. Provide the facts.
• Dispel rumors.
If you are the spokesperson…
• Answer questions based on facts.
• You can say, “I don’t have that
information but I can have
someone get back to you.”
• You can refer questions to the
administration or law enforcement.
Decisiveness
John Goodwin
Cassandra Xia
Making Decisions
• We all need to make decisions
• “Waiting for God…” example
Man does not simply exist, but always decides what his existence will be. –Viktor Frankl
• “The percentage of mistakes in quick
decisions is no greater than in longdrawn-out vacillation, and the effect of
decisiveness itself 'makes things go' and
creates confidence”– Anne O’Hare
McCormick
When to be neutral
• When the decision is out of your hands
• When it is none of your business
• When taking a stand could put you at risk
Some people are very decisive when it comes to avoiding decisions. –
Brendan Francis
When NOT to be neutral
• When time is an issue
• When people are depending on you
• Most other times!
Everything starts with yourself—with you making up your mind
about what you’re going to do with your life. –Tony Dorsett
When to wait on decisions
• When time isn’t an issue
• When you need feedback
• Special circumstances–i.e. Stock Market
The best decision makers are those who are willing to suffer the most over their decisions but
still retain their ability to be decisive. –M. Scott Peck
How to make quick decisions
• Decide which decisions matter
• Focus on these decisions
• Absorb all the evidence you
have available
• Make an experience-informed
decision
One who sits between two chairs may easily fall down –Russian Saying
Which decisions can be “executive decisions”
• Decisions executives usually make
• Decisions that might cause excessive
squabbling
• Time-sensitive decisions
• Decisions that have already been debated
Having confidence in your decisions
• Decisiveness rather than decisions
determine success
• Generates positive momentum
Once you make a decision, the universe conspires to make it happen. –Ralph
Waldo Emerson
Don’t fear wrong decisions
• How to prepare for making the wrong decision
• Remember, any decision is usually better than
no decision
Nothing is so exhausting as indecision, and nothing is so futile. –Bertrand Russell
When to admit you were wrong
• When it is apparent that you have made
a bad decision
• Don’t be upset, but take responsibility
• It happens to everyone!
The great decisions of human life usually have far more to do with the
instincts and other mysterious unconscious factors than with conscious will
and well-meaning reasonableness. –Carl Jung
Dealing with the consequences of your
decisions
• Lead the group onto the
correct path immediately
• Be positive; don’t dwell on the
setbacks
• Take responsibility
There is no more miserable human beings than one in whom nothing is habitual
but indecision. –William James
Dealing with Monday Morning
Quarterbacks
• Brett Favre Commercial
• Privately let them know
you don’t appreciate their
comments
•Invite them to help you
make future decisions
Beware of irresolution in the intent of thy actions, beware of instability in the execution; so
shalt thou triumph over two great failings of they nature. –Khematic saying