In A Crisis - Don't Overreact

The temptation to overreact in crisis is common. The result can be counter-productive, disruptive, ineffective, or lead to further problems. Of course the manager wants to be proactive; there are consequences for inaction, or delay. So the dilemma is obvious. Act now and pay the price later. Or don't act and pay the price immediately.

A Measured Response

Emotions run high in times of crisis and often overrule good judgment. The adrenalin is rushing, the demands are great, and those impacted look to their leadership for solutions. But pause a moment, gather your thoughts and composure, realistically assess the situation and seek the best alternative. It generally helps to contact trusted advisers so that you garner a broader understanding and perspective.

Avoid the Media

The media may call, asking for a statement. Ever wonder why so often executives are unavailable for comment in the midst of a crisis? This is, of course, by design. A company spokesman whose comments do not carry the weight of a senior executive is often used to placate the media, until those in charge can formulate a response.

Frequently, the initial response will be something like: "We're examining the situation." Or, "We're gathering the facts." It's a realistic way to "buy time." And, of course, it's true.

A Course of Action

Depending on the magnitude and complexity of the crisis, you need formulate a realistic response. Ideally, the organization will have done some pre-planning and considered various catastrophes: whether physical, financial, ethical, health, legal, competitive, etc. Even so a pre-packaged response may be inappropriate or require tailoring. A conservative, but timely intervention is usually best. This is not the time to experiment or play "cowboy."

The "Best" Response

There may not be an ideal response to a crisis, but if there is, it would probably look something like this:

--A thoughtful, realistic assessment

--A timely, but not reactive (knee jerk) response

--Good communication with all affected parties (stakeholders)

--A well-designed plan with an excellent chance of success

--A plan to achieve containment and limit damage and fallout

--Active, aggressive actions to protect the company's image and reputation

--Extensive monitoring and follow-through

--Actions to prevent a recurrence.