Eric Jacobson On Management And Leadership

"From Tylenol's textbook handling of product tampering to Toyota's troublesome automobile recalls, how a company recovers from crisis can mean continued business success or bankruptcy," explains author  Jim Moorhead . In his book,  The Instant Survivor -- Right Ways to Respond When Things Go Wrong , Moorhead presents a  four-step, crisis survival kit  to show leaders how to weather professional, and personal, crises. He explains that a company's ideal crisis management team does the following when a crisis occurs : Review their crisis management plan and talk through the company's business, communications, and legal goals. Identify the risks and opportunities the crisis presents and analyze the options to consider, the people and resources to deploy, and the allies and experts to call upon. Debate, argue, and finally agree on a strategy to implement. Stay in constant contact to gauge how they're doing and make adjustments as the crisis unfolds....

When it comes to a crisis management plan, unfortunately most businesses don't have a plan. Or, don't have a plan that is up-to-date, comprehensive and/or flexible. With a crisis management plan, you : •  Forecast potential and most likely/probable crises •  Plan in advance for how to deal with them •  Document your sequential, step-by-step action plan, including having a timeline •  Share your written plan with all the appropriate players on your team A crisis can be any event or series of events that threatens your financial results, brand and reputation, and your relations with employees, customers and vendors. Most important, be sure you have a plan in place for a crisis that negatively impacts the general public. The first step in developing your plan is to gather your team and identify your likely crisis situations. As you establish your action plan, be sure to think about: •  Who will be on your crisis management team? •  Who will do w...

"From Tylenol's textbook handling of product tampering to Toyota's troublesome automobile recalls, how a company recovers from crisis can mean continued business success or bankruptcy," explains author Jim Moorhead . In his book, The Instant Survivor -- Right Ways to Respond When Things Go Wrong , Moorhead presents a four-step, crisis survival kit to show leaders how to weather professional, and personal, crises. He explains that a company's ideal crisis management team does the following when a crisis occurs : Review their crisis management plan and talk through the company's business, communications, and legal goals. Identify the risks and opportunities the crisis presents and analyze the options to consider, the people and resources to deploy, and the allies and experts to call upon. Debate, argue, and finally agree on a strategy to implement. Stay in constant contact to gauge how they're doing and make adjustments as the crisis unfolds. ...

When it comes to a crisis management plan, unfortunately most businesses don't have a plan. Or, don't have a plan that is up-to-date, comprehensive and/or flexible. With a crisis management plan, you : •  Forecast potential and most likely/probable crises •  Plan in advance for how to deal with them •  Document your sequential, step-by-step action plan, including having a timeline •  Share your written plan with all the appropriate players on your team A crisis can be any event or series of events that threatens your financial results, brand and reputation, and your relations with employees, customers and vendors. Most important, be sure you have a plan in place for a crisis that negatively impacts the general public. The first step in developing your plan is to gather your team and identify your likely crisis situations. As you establish your action plan, be sure to think about: •  Who will be on your crisis management team? •  Who will do ...

"From Tylenol's textbook handling of product tampering to Toyota's troublesome automobile recalls, how a company recovers from crisis can mean continued business success or bankruptcy," explains author Jim Moorhead . In his new book, The Instant Survivor -- Right Ways to Respond When Things Go Wrong , Moorhead presents a four-step, crisis survival kit to show leaders how to weather professional, and personal, crises. He explains that a company's ideal crisis management team does the following when a crisis occurs : Review their crisis management plan and talk through the company's business, communications, and legal goals. Identify the risks and opportunities the crisis presents and analyze the options to consider, the people and resources to deploy, and the allies and experts to call upon. Debate, argue, and finally agree on a strategy to implement. Stay in constant contact to gauge how they're doing and make adjustments as the crisis unfolds...

Within the first 100 days as a new leader in an organization, you'll want to assess your organization's risk . Authors George Bradt, Jayme A. Clark and Jorge Pedraza, in their book, The New Leader's 100-Day Action Plan (third edition due out on October 10), suggest you do your assessment using the 5Cs : Customers : First line, customer chain, end users, influencers Collaborators : Suppliers, allies, government/community leaders Capabilities : Human, operational, financial, technical, key assets Competitors : Direct, indirect, potential Conditions : Social/demographic, political/government/regulatory, economic, market Use a SWOT (Strengths, Weaknesses, Opportunities, and Threats) as you examine each category if that helps.

Wharton Digital Press' first eBook, The Leader's Checklist by Michael Useem, goes on sale on June 21, but you can download a free copy between June 21 and 28 wherever eBooks are sold.   The book will ultimately sell for $6.99.  I recommend getting your free copy.  Because, within the 56-page book, Useem provides 15 core principles that will help you to develop the ability to make good and timely decisions in unpredictable and stressful environments . "When leadership really matters," explains Useem. The book helps readers to test, retest, refine and update their preparedness for almost any situation, and among the 15 core principles for building a customized clear roadmap are: Articulate a vision Think and act strategically Act decisively Embrace the front lines Dampen over-optimism Build a diverse top team Place common interest first Useem also suggests that leaders: Communicate in ways that people will not forget ; simplicity and clarity. Build end...

Even though the business environment is improving for some companies, don't close the book on the recent recession until you've set a game plan for how you will lead your business between now and the next recession. And, for how you will lead during the next recession. Write down the lessons you learned over the past couple years and determine how you'll apply each going forward. You can also take note of the suggestions from savvy business leaders that offer this advice : •  You have to build trust with your colleagues before a crisis comes or no one will follow you when it does. •  There is no substitute for preparation . Access your company's strengths and weaknesses at all times. •  Conduct an annual risk review that encompasses both financial and non-financial risks. •  When removing employees from your business, be courageous, quick and fair . •  Pay attention to those who leave and those who stay . And, for those who stay, remove work so ...

As we near the last quarter of 2010, it's wise to think about how we can make our businesses stronger in 2011.  One way will be to ensure our crisis management plans are in place.  Toyota's and BP's woes this year have certainly put crisis management plans on the radar screen. Unfortunately, most businesses don't have a plan. Or, don't have a plan that is up-to-date, comprehensive and/or flexible. With a crisis management program, you : •Forecast potential and most likely/probable crises •Plan in advance for how to deal with them •Document your sequential, step-by-step action plan, including having a timeline •Share your written plan with all the appropriate players on your team A crisis can be any event or series of events that threatens your financial results, brand and reputation, and your relations with employees, customers and vendors. Most important, be sure you have a plan in place for a crisis that negatively impacts the general public. The firs...

It's too early to make a final judgment about Toyota's handling of its current automobile recall, but it's not too early for all business leaders to check to be sure they have a crisis management program in place. Sadly, most businesses don't have a plan.  Or, don't have a plan that is up-to-date, comprehensive and/or flexible. With a crisis management program, you: Forecast potential and most likely/probable crises Plan in advance for how to deal with them Document your sequential, step-by-step action plan, including having a time line Share your written plan with all the appropriate players on your team A crisis can be any event or series of events that threatens your financial results, brand and reputation, and your relations with employees, customers and vendors.  Most important, be sure you have a plan in place for a crisis that negatively impacts the general public. The first step in developing your plan is to gather your team and identify your like...