Crisis Management Strategies

There are always situations in which you need to communicate fast and clearly. Especially in a crisis, in new situations, or when there is time pressure. The STICC protocol helps you achieve this. The STICC Protocol was developed by psychologist Gary Klein as a tool for managing the unexpected. STICC stands for: Situation, Task, Intent, Concerns, Calibrate and is a technique for productive communication about what to do when you face a new, unexpected situation. This is what it means: S - Situation = Here’s what I think we face. The leader summarizes how they see the situation, problem, or crisis at hand. T - Task = Here’s what I think we should do. The leader explains their plan for addressing the situation, problem, or crisis at hand. I - Intent = Here’s why I think this is what we should do. The leader explains the reasons why they think this is the best way of addressing the situation, problem, or crisis at hand. C - Concerns = Here’s what we should keep our eyes on. The leader mentions possible downsides or future consequences of the solution suggested to be taken into account as well. C - Calibrate = Now talk to me and give me your views. The leader asks others in the team to give their feedback and viewpoints, and especially invites them to disagree and add. This technique helps you in managing pressured situations in three ways: First, once something unexpected happens, it helps to develop appropriate responses. The five steps are aimed at discussing with a team what to do in cases that are not familiar. Through its focus on concrete action, on gathering different viewpoints, and on speed, the STICC protocol is a quick way to take appropriate action in new situations. Second, in step 4 (Concerns), you open up the discussion for further uncertainties and other changes that may follow. In this way, you mentally prepare people that there will always remain uncertainties. This helps in developing a crisis-ready mindset that is not only helpful in the current crisis, but also in the next. Third, the fact that a constructive dialogue takes place also facilitates communication and mutual learning. Even though the leader brings the suggestions here, it is the team together that comes to a solution. And while doing that, they learn together and from each other in an open and adaptive way, which helps further prepare them for future crises. My advice: use STICC whenever you have to communicate fast and clearly. === Follow me or subscribe to my Soulful Strategy newsletter for more: https://lnkd.in/e_ytzAgU #communicationtips #agile #teamexercise

The most respected leaders aren't born in the C-suite, they are forged during crises. (how to best manage a crisis) The stakes couldn't be higher: - Only 42% of companies emerge stronger after crisis. - Poor crisis response leads to avg -63% company value. - Transformational leaders have 3.5x better survival rates. Crisis management teaches us that all crises have four phases, each demanding a unique leadership approach. Here’s how the best leaders adapt across the full cycle: 1️⃣ Pre-Crisis Stage ↳The warning signs are subtle, look for them. ↳This is where quiet leadership matters most. ✍ Leadership focus: - Spot weak signals early - Build contingency plans - Clarify roles, train teams - Engage stakeholders before you need to 💡 Key skills: Foresight. Strategic planning. Proactive communication. 2️⃣ Crisis Stage ↳Everything feels urgent. ↳Decisively take action and lead. ✍ Leadership focus: - Make decisions fast, and own them - Control the chaos, guide the response - Communicate clearly and honestly - Stay calm, especially when others can’t 💡 Key skills: Decisiveness. Emotional regulation. Orchestration. 3️⃣ Chronic Stage ↳The headlines move on, but the damage lingers. ↳This is where leadership shifts from fast to sustained. ✍ Leadership focus: - Contain the ripple effects - Support your team - Stay adaptive, the full picture is still unfolding - Keep people informed, even when there’s no big news 💡 Key skills: Resilience. Empathy. Focused follow-through. 4️⃣ Resolution Stage ↳It’s tempting to “move on” ↳ But this is your chance to embed the learning ✍ Leadership focus: - Reflect and document what worked (and what didn’t) - Repair relationships and reputation - Turn the crisis into cultural memory - Strengthen your systems for next time 💡 Key skills: Reflection. Strategic improvement. Organisational learning. Effective crisis leadership doesn't rely on one skill. But a series of strategic shifts: From foresight → to control → to recovery → to reflection. Each phase demands something different from you. And while most teams can survive a crisis, very few know how to grow stronger because of it. Be the leader who knows the difference. - - - ♻️ Repost to help your network. ➕ Oliver Ramirez G. for leadership & process improvement tips. Data sources: PwC Global Crisis Survey, FTI Consulting, Marsh. Research sources: Fink (1986), Mitroff (1994), Coombs (1999).

Most leaders fear crises, but crises unlock growth. My 5-step framework shows how. I’ve spent over 20 years guiding founders through tough times - turnarounds, pivots, and moments when the future felt uncertain. I've learnt that chaos is not the end. It’s often the start of something better, if you have a system you trust. A client story stands out. They faced economic challenges that threatened their business. By using my 5-step framework, they went from survival mode to a turnaround in 6 to 12 months. No magic, just discipline, hard work and a repeatable system. Here’s the framework that made the difference: 1. Assessment ⇀ Take a clear look at what’s really happening.  ⇀ What are the facts? Where are the issues?  ⇀ Be honest about strengths and blind spots. 2. Alignment ⇀ Make sure everyone is on the same page.  ⇀ Get buy-in from your team and partners.  ⇀ Set the vision and share it often. 3. Action ⇀ Move quickly on what matters most.  ⇀ Build a plan and break it into steps.  ⇀ Start with the hardest task first. 4. Acceleration ⇀ Once you see progress, increase the pace.  ⇀ Remove slow parts, double down on what works. ⇀ Keep the team focused. 5. Assurance ⇀ Check results, and adjust your plan.  ⇀ Celebrate wins and learn from setbacks.  ⇀ Support your team. Reflect on these steps for your next business pivot: ➞ What is your real starting point? ➞ Who needs to be aligned for success? ➞ What action can you take today? ➞ Where can you speed up? ➞ How will you get assurance? Growth often hides behind a crisis and the right framework could turn your fear into clarity and momentum. I know economic times are tough for many business owners, but please keep going. Your next breakthrough could be closer than you think.

As geopolitical risks continue to evolve and intensify, it is essential for communication leaders to adapt and respond effectively to these challenges.   Recent geopolitical crises have underscored the importance of proactive and strategic communication. According to the AXA Future Risks Report 2024, geopolitical instability is now the second most concerning risk for experts globally, up from third place in 2023. At the same time, disinformation and misinformation on these crises, mainly led by technology, are expanding their potential consequences. This progression highlights the growing impact of geopolitical events on businesses and the need for robust communication strategies. Here are some key insights and thoughts I wanted to share:   👉 Anticipate and Listen: Setting up an infrastructure for listening and scenario planning is crucial. By strengthening our social listening and predictive capacities, we can better anticipate crisis and understand the different perspectives that exist around geopolitical issues. As one Chief Communication Officer (CCO) mentioned in the latest European Communication Monitor (ECM) report, "We need to be prepared every day to react, and at the same time, we have to be very clear about the frames in which we want to react."   👉 Consolidate and Connect: Strengthening internal discussions and nurturing a network of communication experts with diplomatic skills is vital. In a decentralized company, this helps in ensuring that our communication as a Group is sensitive to the nuances of different geopolitical contexts. As another CCO pointed out, "You also need experienced communicators in different countries who not only have a view of their country but also understand that even in a global company there is a global view that is not necessarily congruent with the view of each country.”   👉 Navigate Ambiguity: In a fragmented and polarized world, managing corporate communications means carefully choosing what to say and how to say it. This involves balancing business perspectives with stakeholder expectations and navigating the contradictions that arise from intensifying geopolitical risks.   👉 Engage Proactively: The expectations of stakeholders, including consumers and employees, are evolving. There is an increased demand for companies to take a stand on geopolitical issues. As highlighted in the ECM report, 58.6% of CCOs agree that the geopolitical context has a very concrete impact on business, and companies need to consider this evolution.   On a more specific note, the AXA Future Risks Report 2024 also reveals that 91% of experts believe insurers have a crucial role in safeguarding against emerging risks. As Chief Communications Officer, this is something I truly believe in, and I am grateful to rely on a network of very professional heads of communications, in all AXA entities, to help us spread the word, build resilience and strengthen trust during uncertain times!

🚨 The Email That Made 200 Employees Panic The subject line read: “We need to talk.” That was it. No context. No explanation. Within minutes, the office air felt heavier. You could hear chairs creak as people leaned toward each other, whispering: 👉 “Did you see the mail?” 👉 “Do you think layoffs are coming?” 👉 “Why would he say that without details?” The silence in the cafeteria was louder than usual that day. Coffee cups stayed untouched, half-filled. Some stared at their screens, pretending to work, but their fingers hesitated above the keyboard. One manager later told me it felt like “a ticking clock in the background you can’t turn off.” What was meant to be a simple one-on-one call turned into an organization-wide anxiety spiral. Productivity dipped. Trust cracked. By evening, HR’s inbox was full of panicked questions. ⸻ 💡 When I stepped in as a trainer, the leader admitted: “I just didn’t think one line could create so much fear.” And that’s the truth: Leaders often underestimate the power of their words. A vague message is like sending a flare into the sky—everyone sees it, no one knows what it means, but everyone assumes the worst. We worked together on Crisis Communication Frameworks: • Lead with clarity: “I’d like to connect regarding Project X progress this Friday.” • Add emotional context: “No concerns—just a quick alignment call.” • Close with certainty: “This will help us stay on track as a team.” The difference? Next time he wrote an email, instead of panic, his team replied with thumbs-up emojis. Calm replaced chaos. ⸻ 🎯 Learning: Leadership isn’t just about strategy—it’s about how you sound in the small moments. One vague sentence can break trust. One clear message can build it back. If your leaders are unintentionally creating chaos through unclear communication, let’s talk. Because the cost of poor communication isn’t just morale—it’s millions. ⸻ #LeadershipCommunication #CrisisCommunication #ExecutivePresence #LeadershipSkills #CommunicationMatters #Fortune500 #TopCompanies #CXOLeadership #FutureOfWork #OrganizationalExcellence #StorytellingForLeaders #LeadershipDevelopment #CorporateTraining #ProfessionalGrowth #PeopleFirstLeadership

When the LRT collision happened, it became one of the biggest challenges I’ve faced in crisis management. But I find it surprising that many who dissect this as a case study haven’t reached out to me to get a fuller picture of what went on behind the scenes, or referenced the critical guidelines from Majlis Keselamatan Negara on managing a national crisis. When you’re managing a government-owned company, dealing with multiple stakeholders, and navigating political appointments, things require a very delicate touch. I used Edward de Bono’s "First Important Priority" (FIP) method to make decisions and keep things moving. Here’s how I broke it down: 1. Taking care of the injured: My first priority was ensuring that every person who was injured received immediate medical attention. We had people who needed urgent care, including surgeries, and the last thing I wanted was for them to worry about how they were going to pay for it. We worked to secure specialists and funding as quickly as possible. 2. Supporting the families: We did everything we could to push through the red tape and worked within Covid-19 travel restrictions to allow the Next-of-Kin to be there. This was probably the hardest challenge for us to overcome. Majlis Keselamatan Negara was an important ally. 3. Restoring services quickly: We needed regular LRT service to be restored within 48 hours. This wasn’t just about transporting people, it was about restoring a sense of normalcy for thousands of commuters who relied on us. 4. Cooperating with emergency services: We had emergency teams, rescue workers, and investigators all needing access to key areas—and with all the different stakeholders involved, it wasn’t just as simple as opening doors. We had to navigate multiple levels of security clearances. It was a constant juggling and negotiating act. 5. Clear and transparent communication: In a crisis, misinformation and malice can spread like wildfire, and I knew that if we weren’t careful, we could lose control of the narrative. We made sure people know that there is only one official channel with accurate, up-to-date information. 6. Addressing the reputation fallout: Handling the aftermath of the press conference was tricky. There was a lot of public scrutiny and pressure. It wasn’t our job in Comms to solve this problem—it was MOF's. Ultimately, MOF chose to remove the Chairman, and rightfully so as this was their responsibility, not the Comms department's. Crisis management isn’t easy, and there’s no one-size-fits-all solution. One thing I’ve learned: don’t let public outrage dictate your decisions. Stay focused on FIP, get help (yes, get professional counseling for the stress), block out the noise, and keep working on the top 5 things that really matter. I’ll be sharing more of these real-life experiences at my "Shift Your Energy" Workshop in November. Seats are limited to just 8 people, so stay tuned for more details if you’re interested.

Five years ago today, WHO held one of the most important press conferences when Dr Tedros declared #COVID19 a public health emergency of international concern — a moment that signaled to the world that we were facing a new global health crisis. It turned out to be unlike any other.   But while scientists, health workers and governments rushed to respond to the new virus, another battle was unfolding in real-time: the fight against health misinformation.   The phenomena of health misinformation wasn’t new, but this was the first pandemic of the digital age. Suddenly, false claims spread faster than the virus itself, reaching millions before experts could correct them. Fear and confusion filled the gaps where reliable information was missing. The stakes couldn’t have been higher.   Dr Maria Van Kerkhove and I reflected recently on what WHO has been doing to prevent false health information from spreading on #SocialMedia:   1. Engaging directly with the public — through #AskWHO live Q&A sessions, press conferences, we have answered real questions in real time.   2. Working with trusted messengers — from frontline health workers and scientists to religious leaders and digital influencers, so that people could hear accurate information from voices they already relied on.   3. Partnering with tech platforms — to ensure credible health information reached more people, while slowing the spread of harmful falsehoods.   4. Expanding access to information in multiple languages — so no one was left behind in accessing clear, verified health guidance.   5. Investing in research and digital innovation — to better understand the ways in which people consume digital content the best and adapt our strategies in real-time.   What we’ve learned about trust:   - Trust isn’t built in a crisis — it must be nurtured before, during, and after emergencies.   - People trust people — authentic, relatable messengers make the biggest impact.   - Transparency matters — being open about what we know, what we don’t, and how we’re learning builds credibility.   One thing is clear: the fight against misinformation is not over. Building and maintaining trust in public health is an ongoing effort — one that requires the commitment of governments, civil society, media, and the industry every single day.   Because trust isn’t a given, it’s earned.

🚀 Understanding Risk in Wholesale Banking from an Industry-specific perspective: In wholesale banking, credit risk isn't generic - it's deeply tied to industry dynamics. Lets try to decipher why this matters and how to think of it, using an example. Scenario: In 2020, a mid-sized oil & gas company requested a $500 million revolving credit facility from a bulge bracket bank. The Surface View: - Strong historical EBITDA ($200 million/year) - Assets: Proven oil reserves worth $1Billion - Loan request: 2.5x leverage (appears conservative) What Really Matters: 1. Commodity Price Sensitivity: - Every $10/barrel drop in oil prices → $50MM EBITDA impact - Bankers using $60/barrel in models → but futures curve showed $45 prevalence risk 2. Reserve Life Issues: - "Proven reserves" had just 5 years left → refinancing risk - Capex needs were understated in projections 3. ESG Transition Risk: - 30% of their customer base (European utilities) had 2030 decarbonization targets The Outcome: > 12 months later, 3 banks took >30% haircuts when the company restructured. > The bankers that flagged these risks? They avoided the losses. Key Takeaways: 1️⃣ Go Beyond Ratios: - Anyone can calculate Debt/EBITDA - Winners understand what drives those numbers - For your industry, identify the 2-3 key variables that make or break credit 2️⃣ Stress Test Properly: - Historical performance ≠ future results - Build scenarios using industry-specific triggers (e.g., oil prices, regulatory changes) 3️⃣ Understand the Capital Stack: - Where does your loan sit in bankruptcy? - Understand structural and collateral subordination risk (I'll cover this in a subsequent post) Go ahead with an action plan. Pick an industry of your choice - Energy? Healthcare? Tech? Choose one, then deep dive within it. > Read Annual Reports of 3 troubled companies in that sector and identify the key credit risks. This forms the foundation to decipher key insights, and to read between the lines to come with intuitive financial analysis and an independent outlook. Krishank Parekh | LinkedIn

A good crisis communications plan is a lot like a tightly written prenup. Nobody ever wants to use one. But if the unexpected happens, you’ll be damn glad you have a playbook to deal with the storm. Here’s why you need them: ✅ It’s designed when everyone is generally calm and thinking rationally. ✅ It outlines who is supposed to do what and with whom so raw emotions don’t drive decisions. ✅ It prevents an already bad situation from getting way worse. ✅ It allows both sides (company & its key stakeholders) to move forward—ideally with minimal drama, intact reputations, and some financial stability. Some execs still avoid deep crisis planning because “we don’t want to jinx ourselves.” Same energy as “our love is forever; we don’t need a prenup.” Then reality happens: - A huge lawsuit drops. - Your CEO gets caught in a scandal. - A big product recall hits. - Reporter calls at 8pm with a juicy story dropping the next AM and needs a comment. - Influencer with 2 million followers gets mad at you and unloads on X/Insta/TikTok. - A supplier factory catches fire and people die. Now you’re scrambling, emotional, and deciding everything on the fly. Bad move. A solid and updated crisis plan—just like a prenup— provides a step-by-step playbook to survive, recover, and even come out stronger. And if circumstances change? A good plan builds in pivots. If you run a company (or represent one), ask yourself: 📌 Do you have a real step by step crisis plan, or are you just hoping for the best with some placeholder statements? 📌 Do your executives know exactly what to do if something explodes tomorrow? 📌 Who exactly is calling the shots when everyone is panicking? The best time to plan for a crisis is before you’re in one. Pay now or pay way way more later friends.

The Microsoft-CrowdStrike "blue screen of death" crisis  (2024), Heathrow airport shutdown and Spain’s grid collapse reveal a brutal truth: risks cascade faster than most organizations anticipate. Are your crisis simulations still rehearsing textbook scenarios, or are they stress-testing against today’s interconnected threat landscape? Why Traditional Playbooks Fail ❌Static Assumptions: Most drills ignore how third-party risks intersect with regulatory non-compliance, supply chain bottlenecks, and operational dependencies, creating compounding vulnerabilities. ❌Overlooking Cascades: A single vendor failure (e.g., a critical supplier’s bankruptcy) can trigger multi-system breakdowns, disrupting production, logistics, and customer delivery networks. ❌Linear Thinking: Siloed scenarios (e.g., “cyberattack”) fail to simulate real-world chaos, such as unsecured endpoints enabling breaches that cascade into regulatory penalties, supplier delays, and revenue loss. Here's what we recommend-Crisis Backcasting Instead of just predicting the future (which is also important), backcasting works backward from worst-case scenarios to identify preventive actions. The Framework includes: ✅ Nonlinear Scenario Planning: Test how cloud outages, regulatory shocks, and infrastructure failures collide.   ✅✅ Dependency Mapping: Identify choke points (e.g., single-cloud vendors, centralized grids)... The next crisis won’t wait. Is your playbook ready? #CrisisPreparedness #CrisisSimulation #ThirdPartyRisk #OperationalResilience #RiskManagement #InterconnectedRisks #Backcasting #BusinessContinuity #LeadershipInCrisis