crisis proofing your organization (and probably your career) · crisis proofing your organization...
TRANSCRIPT
![Page 1: Crisis Proofing Your Organization (And Probably Your Career) · Crisis Proofing Your Organization (And Probably Your Career) By James E. Lukaszewski ABC, Fellow IABC; APR, Fellow](https://reader034.vdocuments.site/reader034/viewer/2022052012/6028caf53154b62c402f6f9c/html5/thumbnails/1.jpg)
Crisis Proofing Your Organization (And Probably Your Career)
By James E. LukaszewskiABC, Fellow IABC; APR, Fellow PRSA, BEPS Emeritus
May 17, 2017
![Page 2: Crisis Proofing Your Organization (And Probably Your Career) · Crisis Proofing Your Organization (And Probably Your Career) By James E. Lukaszewski ABC, Fellow IABC; APR, Fellow](https://reader034.vdocuments.site/reader034/viewer/2022052012/6028caf53154b62c402f6f9c/html5/thumbnails/2.jpg)
James E. LukaszewskiABC, Fellow IABC; APR, Fellow PRSA; BEPS Emeritus
203-948-7029 (24/7 Cell)[email protected] www.e911.comLinkedIn.com/in/jameslukaszewski@jimlukaszewski
2Copyright © 2017, James E. Lukaszewski. All rights reserved.
![Page 3: Crisis Proofing Your Organization (And Probably Your Career) · Crisis Proofing Your Organization (And Probably Your Career) By James E. Lukaszewski ABC, Fellow IABC; APR, Fellow](https://reader034.vdocuments.site/reader034/viewer/2022052012/6028caf53154b62c402f6f9c/html5/thumbnails/3.jpg)
Jim’s Bio
James (Jim) E. Lukaszewski (Loo-ka-SHEV-skee) speaks annually before thousands of people, engaging a wide variety of local, statewide, national and international organizations and associations. He is a:
– Powerful Speaker– Important Author– Inspiring Teacher– Trusted Advisor
Jim talks about leadership and victim management in crisis, the ingredients of leadership and overcoming opposition. His goal is often to help managers build, rebuild or reestablish trust in adversely affected organizations, cultures and communities. His diverse audiences include business groups, state and federal government agencies at all levels, U.S. military services (DINFOS) and intelligence agencies, law enforcement, chemical industries, trade and professional associations, large businesses, extractive industries, transportation, healthcare and insurance groups, academia and more. He is a consummate storyteller.
3Copyright © 2017, James E. Lukaszewski. All rights reserved.
![Page 4: Crisis Proofing Your Organization (And Probably Your Career) · Crisis Proofing Your Organization (And Probably Your Career) By James E. Lukaszewski ABC, Fellow IABC; APR, Fellow](https://reader034.vdocuments.site/reader034/viewer/2022052012/6028caf53154b62c402f6f9c/html5/thumbnails/4.jpg)
Crisis Defined
• Crises are show-stopping, people-stopping, product-stopping, reputation-defining situations that create victims and/or explosive visibility.
• Crisis Management vs Crisis Readiness
4Copyright © 2017, James E. Lukaszewski. All rights reserved.
![Page 5: Crisis Proofing Your Organization (And Probably Your Career) · Crisis Proofing Your Organization (And Probably Your Career) By James E. Lukaszewski ABC, Fellow IABC; APR, Fellow](https://reader034.vdocuments.site/reader034/viewer/2022052012/6028caf53154b62c402f6f9c/html5/thumbnails/5.jpg)
Presentation Objectives– Develop plans that manage the first few minutes, few
hours of a crisis. – Plan against the patterns of mistakes and problems
management tends to cause themselves when crisis occurs.
– Meaningfully involve management in the process of crisis planning and management.
– Develop plans that reflect fundamentally sound thinking.
– Understand the power of victims.– Managing the Victim Dimension.– Organize your thinking about crisis.
Copyright © 2017, James E. Lukaszewski. All rights reserved. 5
![Page 6: Crisis Proofing Your Organization (And Probably Your Career) · Crisis Proofing Your Organization (And Probably Your Career) By James E. Lukaszewski ABC, Fellow IABC; APR, Fellow](https://reader034.vdocuments.site/reader034/viewer/2022052012/6028caf53154b62c402f6f9c/html5/thumbnails/6.jpg)
Categories of Crisis
– Ops crises = 95% of all crises/5% risk
– Non-ops crises = 5% of all crises/95% risk
– DisastersThreat is response dependent
Copyright © 2017, James E. Lukaszewski. All rights reserved. 6
![Page 7: Crisis Proofing Your Organization (And Probably Your Career) · Crisis Proofing Your Organization (And Probably Your Career) By James E. Lukaszewski ABC, Fellow IABC; APR, Fellow](https://reader034.vdocuments.site/reader034/viewer/2022052012/6028caf53154b62c402f6f9c/html5/thumbnails/7.jpg)
– Breaches– Criminal activity– Employee trouble
– Executive criminal behavior– Executive failure– Reputation damage
The Six Types of Crises Are…
1. Operatingi.e., directly involving how the business works every day
2. Non-operating
Copyright © 2017, James E. Lukaszewski. All rights reserved. 7
![Page 8: Crisis Proofing Your Organization (And Probably Your Career) · Crisis Proofing Your Organization (And Probably Your Career) By James E. Lukaszewski ABC, Fellow IABC; APR, Fellow](https://reader034.vdocuments.site/reader034/viewer/2022052012/6028caf53154b62c402f6f9c/html5/thumbnails/8.jpg)
Non-Operating Crisis Examples
These include:– Berserk employee– Bomb threats– Bullying– Business loss– Crimes in progress– Criminal behavior– Decapitation– Demonstration/ Protest– Disgruntled employees– Major theft– Ethics problems
– Extortion– Kidnapping– Litigation– Obscene/Coercive
behavior– Scandal– Sexual harassment– Sudden stock drop– Terrorist attack– Web attacks– Whistle blowers– Workplace violence
8Copyright © 2017, James E. Lukaszewski. All rights reserved.
![Page 9: Crisis Proofing Your Organization (And Probably Your Career) · Crisis Proofing Your Organization (And Probably Your Career) By James E. Lukaszewski ABC, Fellow IABC; APR, Fellow](https://reader034.vdocuments.site/reader034/viewer/2022052012/6028caf53154b62c402f6f9c/html5/thumbnails/9.jpg)
The Six Types of Crises Are…
3. Combinations of the two, or more
9Copyright © 2017, James E. Lukaszewski. All rights reserved.
![Page 10: Crisis Proofing Your Organization (And Probably Your Career) · Crisis Proofing Your Organization (And Probably Your Career) By James E. Lukaszewski ABC, Fellow IABC; APR, Fellow](https://reader034.vdocuments.site/reader034/viewer/2022052012/6028caf53154b62c402f6f9c/html5/thumbnails/10.jpg)
The Six Types of Crises Are…
– Earthquakes– Evacuation– Explosion– Fire/flames– Flooding/torrential rain– General disruptions/threats– Hazardous
materials/chemical spills/gas leaks/toxic fumes
– Major storms
– Medical emergencies– News media response– Noxious odors– Power outages– Ruptured water pipes– Smoke/burning odors– Tornado– Winter storms
4. Disasters
10Copyright © 2017, James E. Lukaszewski. All rights reserved.
![Page 11: Crisis Proofing Your Organization (And Probably Your Career) · Crisis Proofing Your Organization (And Probably Your Career) By James E. Lukaszewski ABC, Fellow IABC; APR, Fellow](https://reader034.vdocuments.site/reader034/viewer/2022052012/6028caf53154b62c402f6f9c/html5/thumbnails/11.jpg)
The Six Types of Crises Are…
– Lax control– Lack of tough, appropriate centralized compliance– No one charged with responsibility of teaching, enforcing or
disciplining– Leadership that allows supervisors to overlook bad behavior– Leadership that allows employees to experiment with methods
and tactics outside established guidelines– Emphasis on “doing whatever it takes”– Managers and supervisors who minimize the importance of
oversight and compliance processes
Copyright © 2017, James E. Lukaszewski. All rights reserved. 11
5. Insidious unethical behaviors
![Page 12: Crisis Proofing Your Organization (And Probably Your Career) · Crisis Proofing Your Organization (And Probably Your Career) By James E. Lukaszewski ABC, Fellow IABC; APR, Fellow](https://reader034.vdocuments.site/reader034/viewer/2022052012/6028caf53154b62c402f6f9c/html5/thumbnails/12.jpg)
The Six Types of Crises Are…
– Structuring incentives in a way that can compromise ethical behavior
– Avoiding confrontation– The tendency to operate “on the edge”– Management that ignores the signs of rogue behavior– Management tolerating inappropriate behavior by individuals
who are “critical to the organization’s mission”– Belittling or humiliating those who suggest or seek ethical
standards– Dismissing or destroying the careers of employees who report
bad or outright wrong behavior– Demeaning the credibility of those who blow the whistle
Copyright © 2017, James E. Lukaszewski. All rights reserved.
5. Insidious unethical behaviors (continued)
12
![Page 13: Crisis Proofing Your Organization (And Probably Your Career) · Crisis Proofing Your Organization (And Probably Your Career) By James E. Lukaszewski ABC, Fellow IABC; APR, Fellow](https://reader034.vdocuments.site/reader034/viewer/2022052012/6028caf53154b62c402f6f9c/html5/thumbnails/13.jpg)
The Six Types of Crises Are…
6. Virtual Crisis– Anti-corporate activism– Anti-corporate blogs– Boycotts– Bullying– Imposter sites– Personal attacks– Pornography links– Rumors– Short selling– Social media activity/attacks– Web attacks/Websites
Copyright © 2017, James E. Lukaszewski. All rights reserved. 13
![Page 14: Crisis Proofing Your Organization (And Probably Your Career) · Crisis Proofing Your Organization (And Probably Your Career) By James E. Lukaszewski ABC, Fellow IABC; APR, Fellow](https://reader034.vdocuments.site/reader034/viewer/2022052012/6028caf53154b62c402f6f9c/html5/thumbnails/14.jpg)
Readiness: The Readiness Equation
– Accurate contact information– Pre-authorization– Extensive scenario preparation and testing– Surprise
Copyright © 2017, James E. Lukaszewski. All rights reserved.
75%15%8%2%100%
14
![Page 15: Crisis Proofing Your Organization (And Probably Your Career) · Crisis Proofing Your Organization (And Probably Your Career) By James E. Lukaszewski ABC, Fellow IABC; APR, Fellow](https://reader034.vdocuments.site/reader034/viewer/2022052012/6028caf53154b62c402f6f9c/html5/thumbnails/15.jpg)
The Realities of Reputation Damage
– Bad news always ripens badly.– Reputation damage never starts in the
mailroom, always look up. – It gets worse before it gets better.– Your response will be criticized by
people who weren’t there, quoting people who weren’t there either.
Copyright © 2017, James E. Lukaszewski. All rights reserved. 15
![Page 16: Crisis Proofing Your Organization (And Probably Your Career) · Crisis Proofing Your Organization (And Probably Your Career) By James E. Lukaszewski ABC, Fellow IABC; APR, Fellow](https://reader034.vdocuments.site/reader034/viewer/2022052012/6028caf53154b62c402f6f9c/html5/thumbnails/16.jpg)
The Realities of Reputation Damage
– Speed beats smart every time.
– Your response can be operationally perfect, but if you fumble, mumble, and bungle the victims and the communications; this is how your response will be remembered.
Copyright © 2017, James E. Lukaszewski. All rights reserved. 16
![Page 17: Crisis Proofing Your Organization (And Probably Your Career) · Crisis Proofing Your Organization (And Probably Your Career) By James E. Lukaszewski ABC, Fellow IABC; APR, Fellow](https://reader034.vdocuments.site/reader034/viewer/2022052012/6028caf53154b62c402f6f9c/html5/thumbnails/17.jpg)
Profiles in Failure
1. Silence2. Stalling3. Denial4. Victim confusion5. Testosterosis6. Arrogance7. Search for the guilty8. Fear of exposure9. Management by whining around10. Old management out, new management in
Copyright © 2017, James E. Lukaszewski. All rights reserved. 17
![Page 18: Crisis Proofing Your Organization (And Probably Your Career) · Crisis Proofing Your Organization (And Probably Your Career) By James E. Lukaszewski ABC, Fellow IABC; APR, Fellow](https://reader034.vdocuments.site/reader034/viewer/2022052012/6028caf53154b62c402f6f9c/html5/thumbnails/18.jpg)
First Response StrategyPart I (The Grand Strategy)
– Stop victim production– Manage victim dimension– Communicate with employees (internally first)– Notify the indirectly affected– Cope with the self-appointed, self-anointed– Activate website/social media attack/action
response strategy (SMART)– Manage the record
Copyright © 2017, James E. Lukaszewski. All rights reserved. 18
![Page 19: Crisis Proofing Your Organization (And Probably Your Career) · Crisis Proofing Your Organization (And Probably Your Career) By James E. Lukaszewski ABC, Fellow IABC; APR, Fellow](https://reader034.vdocuments.site/reader034/viewer/2022052012/6028caf53154b62c402f6f9c/html5/thumbnails/19.jpg)
Manage the Victim Dimension
Or suffer their wrath and power
19
May be a new destiny for you and your career…
Copyright © 2017, James E. Lukaszewski. All rights reserved.
![Page 20: Crisis Proofing Your Organization (And Probably Your Career) · Crisis Proofing Your Organization (And Probably Your Career) By James E. Lukaszewski ABC, Fellow IABC; APR, Fellow](https://reader034.vdocuments.site/reader034/viewer/2022052012/6028caf53154b62c402f6f9c/html5/thumbnails/20.jpg)
Victims Are
– People– Animals– Living systems
Copyright © 2017, James E. Lukaszewski. All rights reserved. 20
![Page 21: Crisis Proofing Your Organization (And Probably Your Career) · Crisis Proofing Your Organization (And Probably Your Career) By James E. Lukaszewski ABC, Fellow IABC; APR, Fellow](https://reader034.vdocuments.site/reader034/viewer/2022052012/6028caf53154b62c402f6f9c/html5/thumbnails/21.jpg)
Victimization Is
– Self-designating– Self-maintaining– Self-terminating
Copyright © 2017, James E. Lukaszewski. All rights reserved. 21
![Page 22: Crisis Proofing Your Organization (And Probably Your Career) · Crisis Proofing Your Organization (And Probably Your Career) By James E. Lukaszewski ABC, Fellow IABC; APR, Fellow](https://reader034.vdocuments.site/reader034/viewer/2022052012/6028caf53154b62c402f6f9c/html5/thumbnails/22.jpg)
Causes of Victimization
– Abuse– Arrogance– Assault– Bullying– Callousness– Carelessness– Commission– Deception– Dismissiveness– Fear
– Humiliation– Ignorance– Lies– Neglect/negligence– Omission– Sarcasm– Shame– Surprise
Copyright © 2017, James E. Lukaszewski. All rights reserved. 22
![Page 23: Crisis Proofing Your Organization (And Probably Your Career) · Crisis Proofing Your Organization (And Probably Your Career) By James E. Lukaszewski ABC, Fellow IABC; APR, Fellow](https://reader034.vdocuments.site/reader034/viewer/2022052012/6028caf53154b62c402f6f9c/html5/thumbnails/23.jpg)
Victims Feel
Anger– Disbelief, dread, fear, rage
Frustration– Powerlessness, helplessness
Inadequacy– Wounded, agonized, alone, abandoned
Betrayal– Trust no one, no one to trust
Copyright © 2017, James E. Lukaszewski. All rights reserved. 23
![Page 24: Crisis Proofing Your Organization (And Probably Your Career) · Crisis Proofing Your Organization (And Probably Your Career) By James E. Lukaszewski ABC, Fellow IABC; APR, Fellow](https://reader034.vdocuments.site/reader034/viewer/2022052012/6028caf53154b62c402f6f9c/html5/thumbnails/24.jpg)
Victims Suffer
• Intellectual deafness• Internal and external
monologue 24/7• Everything is a question
24Copyright © 2017, James E. Lukaszewski. All rights reserved.
![Page 25: Crisis Proofing Your Organization (And Probably Your Career) · Crisis Proofing Your Organization (And Probably Your Career) By James E. Lukaszewski ABC, Fellow IABC; APR, Fellow](https://reader034.vdocuments.site/reader034/viewer/2022052012/6028caf53154b62c402f6f9c/html5/thumbnails/25.jpg)
Victims Need
Validation – Preferably from the perpetrator
Visibility– To describe their pain and warn others
Vindication – Credit for their sacrifice that prevents the victimization of others
Copyright © 2017, James E. Lukaszewski. All rights reserved. 25
![Page 26: Crisis Proofing Your Organization (And Probably Your Career) · Crisis Proofing Your Organization (And Probably Your Career) By James E. Lukaszewski ABC, Fellow IABC; APR, Fellow](https://reader034.vdocuments.site/reader034/viewer/2022052012/6028caf53154b62c402f6f9c/html5/thumbnails/26.jpg)
Victims Need
Apology: The atomic energy of empathy– Verbal or written admission of
responsibility for causing suffering– Specific recognition and description of the
damaged caused – Lessons learned and changes made to
prevent the situation from happening again– Seek/ask for forgiveness– Offer of restitution
Copyright © 2017, James E. Lukaszewski. All rights reserved. 26
![Page 27: Crisis Proofing Your Organization (And Probably Your Career) · Crisis Proofing Your Organization (And Probably Your Career) By James E. Lukaszewski ABC, Fellow IABC; APR, Fellow](https://reader034.vdocuments.site/reader034/viewer/2022052012/6028caf53154b62c402f6f9c/html5/thumbnails/27.jpg)
Apology Stops
– Bad things from starting
– Litigation
Copyright © 2017, James E. Lukaszewski. All rights reserved. 27
![Page 28: Crisis Proofing Your Organization (And Probably Your Career) · Crisis Proofing Your Organization (And Probably Your Career) By James E. Lukaszewski ABC, Fellow IABC; APR, Fellow](https://reader034.vdocuments.site/reader034/viewer/2022052012/6028caf53154b62c402f6f9c/html5/thumbnails/28.jpg)
29 states have enacted laws excluding expressions of sympathy after accidents as proof of liability.
19 states have enacted laws excluding expressions of sympathy and apology after adverse medical outcomes by medical staffs as proof of liability.
Copyright © 2017, James E. Lukaszewski. All rights reserved. 28
![Page 29: Crisis Proofing Your Organization (And Probably Your Career) · Crisis Proofing Your Organization (And Probably Your Career) By James E. Lukaszewski ABC, Fellow IABC; APR, Fellow](https://reader034.vdocuments.site/reader034/viewer/2022052012/6028caf53154b62c402f6f9c/html5/thumbnails/29.jpg)
Leadership Recovery
Management’s Most Crucial Roles:– Assert the moral authority expected of ethical
leadership.– Take responsibility for the care of victims.– Set the appropriate tone for the response.– Commit random acts of leadership.
Copyright © 2017, James E. Lukaszewski. All rights reserved. 29
![Page 30: Crisis Proofing Your Organization (And Probably Your Career) · Crisis Proofing Your Organization (And Probably Your Career) By James E. Lukaszewski ABC, Fellow IABC; APR, Fellow](https://reader034.vdocuments.site/reader034/viewer/2022052012/6028caf53154b62c402f6f9c/html5/thumbnails/30.jpg)
Crisis Planning Steps
1. Visibility analysis– Planned visibility– Unplanned visibility
2. Key issue identification3. Scenario development4. Website/SMART Team development5. Message structures and sequence6. Installation, testing, and updating
Copyright © 2017, James E. Lukaszewski. All rights reserved. 30
![Page 31: Crisis Proofing Your Organization (And Probably Your Career) · Crisis Proofing Your Organization (And Probably Your Career) By James E. Lukaszewski ABC, Fellow IABC; APR, Fellow](https://reader034.vdocuments.site/reader034/viewer/2022052012/6028caf53154b62c402f6f9c/html5/thumbnails/31.jpg)
Identify and ReduceRisks and Exposures
– Be preemptive
– Find tripping points
– Right decisions first
Copyright © 2017, James E. Lukaszewski. All rights reserved. 31
![Page 32: Crisis Proofing Your Organization (And Probably Your Career) · Crisis Proofing Your Organization (And Probably Your Career) By James E. Lukaszewski ABC, Fellow IABC; APR, Fellow](https://reader034.vdocuments.site/reader034/viewer/2022052012/6028caf53154b62c402f6f9c/html5/thumbnails/32.jpg)
Prepare to Communicate Intentionally
1.Candor2.Openness, accessibility3.Truthfulness4.Responsiveness5.Empathy/apology6.Transparency7.Engagement8.Clarification & correction
Copyright © 2017, James E. Lukaszewski. All rights reserved. 32
![Page 33: Crisis Proofing Your Organization (And Probably Your Career) · Crisis Proofing Your Organization (And Probably Your Career) By James E. Lukaszewski ABC, Fellow IABC; APR, Fellow](https://reader034.vdocuments.site/reader034/viewer/2022052012/6028caf53154b62c402f6f9c/html5/thumbnails/33.jpg)
Key Issue Identification
Prioritize:
– Likelihood of happening– Impact– Collateral damage potential
Copyright © 2017, James E. Lukaszewski. All rights reserved. 33
![Page 34: Crisis Proofing Your Organization (And Probably Your Career) · Crisis Proofing Your Organization (And Probably Your Career) By James E. Lukaszewski ABC, Fellow IABC; APR, Fellow](https://reader034.vdocuments.site/reader034/viewer/2022052012/6028caf53154b62c402f6f9c/html5/thumbnails/34.jpg)
The Template
– Simple, teachable model– Focuses on the key response concepts– Road map to successful responses– Mindset of readiness– Global approach– Basis for strategic management
discussion
Copyright © 2017, James E. Lukaszewski. All rights reserved. 34
![Page 35: Crisis Proofing Your Organization (And Probably Your Career) · Crisis Proofing Your Organization (And Probably Your Career) By James E. Lukaszewski ABC, Fellow IABC; APR, Fellow](https://reader034.vdocuments.site/reader034/viewer/2022052012/6028caf53154b62c402f6f9c/html5/thumbnails/35.jpg)
Scenarios as Tools
Scenarios:– Hypothesize the probable chronology of events.– Examine hypothetical situations.– Identify options for dealing with crisis.– Suggest recommendations based on those options.– Forecast unintended consequences.– Identify key contacts and needed corporate resources.– Distill value, if any, from past experience.
Successful readiness is always scenario-based.
Copyright © 2017, James E. Lukaszewski. All rights reserved. 35
![Page 36: Crisis Proofing Your Organization (And Probably Your Career) · Crisis Proofing Your Organization (And Probably Your Career) By James E. Lukaszewski ABC, Fellow IABC; APR, Fellow](https://reader034.vdocuments.site/reader034/viewer/2022052012/6028caf53154b62c402f6f9c/html5/thumbnails/36.jpg)
The Crisis Website Desktop
Scenario-based dark sites:
1. Facts and data2. Questions and answers3. Issues at stake4. Corrections and clarifications5. Interactive features6. Opening Tweets
Copyright © 2017, James E. Lukaszewski. All rights reserved. 36
![Page 37: Crisis Proofing Your Organization (And Probably Your Career) · Crisis Proofing Your Organization (And Probably Your Career) By James E. Lukaszewski ABC, Fellow IABC; APR, Fellow](https://reader034.vdocuments.site/reader034/viewer/2022052012/6028caf53154b62c402f6f9c/html5/thumbnails/37.jpg)
Establish Your Social Media Response Process
Establish a SMART Team:SocialMediaAction/AttackResponseTeam
Copyright © 2017, James E. Lukaszewski. All rights reserved. 37
![Page 38: Crisis Proofing Your Organization (And Probably Your Career) · Crisis Proofing Your Organization (And Probably Your Career) By James E. Lukaszewski ABC, Fellow IABC; APR, Fellow](https://reader034.vdocuments.site/reader034/viewer/2022052012/6028caf53154b62c402f6f9c/html5/thumbnails/38.jpg)
Installation and Testing
– Coaching and training– Drills– Right way/wrong way problems– Simulation– Tabletops– Updating
Copyright © 2017, James E. Lukaszewski. All rights reserved. 38
![Page 39: Crisis Proofing Your Organization (And Probably Your Career) · Crisis Proofing Your Organization (And Probably Your Career) By James E. Lukaszewski ABC, Fellow IABC; APR, Fellow](https://reader034.vdocuments.site/reader034/viewer/2022052012/6028caf53154b62c402f6f9c/html5/thumbnails/39.jpg)
Stay Ready
– Develop an exposure management/surveillance process.
– Indoctrinate managers and supervisors.– Maintain a Social Media Action/Attack Response
Team (SMART).– Maintain an active first response team.– Ongoing preparation and training.– Practice ongoing preparation with annual
simulations.– Establish prevention processes. – Share case studies.– Use right way/wrong way models.
Copyright © 2017, James E. Lukaszewski. All rights reserved. 39
![Page 40: Crisis Proofing Your Organization (And Probably Your Career) · Crisis Proofing Your Organization (And Probably Your Career) By James E. Lukaszewski ABC, Fellow IABC; APR, Fellow](https://reader034.vdocuments.site/reader034/viewer/2022052012/6028caf53154b62c402f6f9c/html5/thumbnails/40.jpg)
Stay Alert/Stay Ready
– Continuously evaluate your vulnerabilities.
– Manage your exposure.– Routinely brief management on
threats.
40Copyright © 2017, James E. Lukaszewski. All rights reserved.
![Page 41: Crisis Proofing Your Organization (And Probably Your Career) · Crisis Proofing Your Organization (And Probably Your Career) By James E. Lukaszewski ABC, Fellow IABC; APR, Fellow](https://reader034.vdocuments.site/reader034/viewer/2022052012/6028caf53154b62c402f6f9c/html5/thumbnails/41.jpg)
Five Crucial Readiness Tests
Does your response strategy:
1. Involve top management from the beginning?
2. Overcome common response deficiencies?3. Avoid indecision and failure behaviors?4. Include a management-level response
plan?5. Require testing, simulations, validation?
41Copyright © 2017, James E. Lukaszewski. All rights reserved.
![Page 42: Crisis Proofing Your Organization (And Probably Your Career) · Crisis Proofing Your Organization (And Probably Your Career) By James E. Lukaszewski ABC, Fellow IABC; APR, Fellow](https://reader034.vdocuments.site/reader034/viewer/2022052012/6028caf53154b62c402f6f9c/html5/thumbnails/42.jpg)
Copyright © 2017, James E. Lukaszewski. All rights reserved.
Questions?
42
![Page 43: Crisis Proofing Your Organization (And Probably Your Career) · Crisis Proofing Your Organization (And Probably Your Career) By James E. Lukaszewski ABC, Fellow IABC; APR, Fellow](https://reader034.vdocuments.site/reader034/viewer/2022052012/6028caf53154b62c402f6f9c/html5/thumbnails/43.jpg)
Connect with Jim
203-948-7029 (24/7 Cell)[email protected] www.e911.comLinkedIn.com/in/jameslukaszewski@jimlukaszewski
43Copyright © 2017, James E. Lukaszewski. All rights reserved.
![Page 44: Crisis Proofing Your Organization (And Probably Your Career) · Crisis Proofing Your Organization (And Probably Your Career) By James E. Lukaszewski ABC, Fellow IABC; APR, Fellow](https://reader034.vdocuments.site/reader034/viewer/2022052012/6028caf53154b62c402f6f9c/html5/thumbnails/44.jpg)
BOOK JIM to speak at your next event!
Copyright © 2017, James E. Lukaszewski. All rights reserved.
www.e911.com/book-jim
203-948-7029