Blindsided : a manager's guide to crisis leadership / Bruce T. Blythe ; Kristen Noakes-Fry, editor.

Format:

Book

Author/Creator:

Blythe, Bruce T., author.

Contributor:

Noakes-Fry, Kristen, editor.

Language:

English

Subjects (All):

Violence in the workplace.

Emergency management.

Crisis management.

Physical Description:

1 online resource (458 pages) : illustrations

Edition:

Second edition.

Place of Publication:

Brookfield, Connecticut : Rothstein Publishing, 2014.

Language Note:

English

Summary:

Uniquely two-books-in-one, this 2nd Edition of Blindsided covers both Crisis Response and Crisis Preparedness and interweaves the principles of Crisis Leadership throughout every step.

Contents:

Cover

Title page

Copyright

Acknowledgments

Dedication

What Business Leaders Are Saying About Blindsided

Author's Preface to the 2nd Edition

Foreword by Luke R. Corbett

Foreword by Daniel Diermeier

Table of Contents

PART 1: RESPONSE

Introduction: Now What Do You Do?

0.1 Crisis Leadership Moments

0.2 Imagining the Worst, and Picturing What to Do

0.3 Crisis Phases

0.3.1 Impact Phase

0.3.2 Immediately Afterward

0.3.3 Hours Later

0.3.4 The Aftermath Phase

0.4 Managing Your Way Through a Crisis

0.4.1 Impact Phase

0.4.2 Immediately Afterward

0.4.3 Hours Later

0.4.4 The Aftermath Phase

Chapter 1 Crisis Leadership: The Crisis Whisperer

1.1 Finding Crisis Leadership

1.2 Becoming a Crisis Whisperer

1.3 Be-Know-Do

1.3.1 What Do You Need to Be?

1.3.2 What Do You Need to Know?

1.3.3 What Do You Need to Do?

1.4 A Crisis Whisperer in Action

1.5 The Five Guiding Principles of Crisis Leadership

1.6 Crisis Leadership Mindset - CIA

1.6.1 Core Assets

1.6.2 Involved Stakeholders

1.6.3 Anticipation

Chapter 2 Taking Decisive Action

2.1 Three Ways You Could Get the News

2.1.1 Personally Involved

2.1.2 Near But Not Involved

2.1.3 Remote From the Incident

2.2 Breaking It Down

2.3 You'll Need to Act Fast

2.4 The Hunt for Information: Four Questions

2.4.1 What Happened?

2.4.2 How Bad Is It?

2.4.3 What Is Being Done?

2.4.4 What Is the Potential for Escalation?

2.5 Keep the Big Picture in Mind

2.6 Crisis Decision-Making

2.7 Use a Model to Optimize Decision-Making

2.7.1 Scan

2.7.2 Identify

2.7.3 Predict

2.7.4 Decide

2.7.5 Execute

2.8 A Manager in Crisis

2.8.1 Damage Control

2.8.2 Orchestrating Your Response

2.8.3 The Imperative for Rapid Response

2.9 Four Categories of Concern

2.9.1 People.

2.9.2 Business Disruption

2.9.3 Reputation

2.9.4 Finances

2.10 Other Priority-Setting Strategies

2.11 Checklist of Immediate Action Items

Chapter 3 Crisis Containment

3.1 We're Now Entering the Crisis Containment Phase

3.2 The Six Phases of Managing a Crisis

3.2.1 Phase 1: Notification and Activation

3.2.2 Phase 2: Fact Finding

3.2.3 Phase 3: Decision-Making

3.2.4 Phase 4: Prioritizing

3.2.5 Phase 5: Implementation

3.2.6 Phase 6: Purposeful De-escalation

3.3 Crisis Command Center (CCC)

3.3.1 Location

3.3.2 The Ideal Room

3.3.3 Other Possibilities

3.3.4 Special Roles

3.3.5 Additional Command Center Tips

3.4 Crisis Action Team(CAT) Leader

3.5 Initial CAT Meeting

Chapter 4 Order Out of Chaos

4.1 Understanding the Crisis

4.2 Crisis Decision-Making Revisited

4.3 Common Crisis Management Problems - ACE

4.3.1 Authority

4.3.2 Communications

4.3.3 Expectations

4.4 Psychological First Aid

4.5 Rallying the Troops

4.5.1 Who Is Hurting?

4.5.2 Prepare for Family Members

4.5.3 Tell What They Know

4.6 Employee De-escalation Meetings

4.6.1 De-escalation Meeting Content

4.7 Taking Stock

4.8 A Tale of Two Traders

4.8.1 Background

4.8.2 All-Tech Response

4.8.3 Momentum Response

4.9 Day One CMT Checklist

4.10 Ten Questions to Assess Your Decisions and Actions

Chapter 5 Crisis Communications

5.1 Setting the Ground Rules for Effective Crisis Communications

5.1.1 Delegating During a Crisis Response

5.1.2 Giving Information Out: Keeping Control of the Message

5.1.3 Honesty - the Best Policy - Does Not Mean Saying Everything

5.1.4 Communication Is a Human Art

5.2 Media Relations During a Crisis

5.2.1 Before a Press Conference or Interview

5.2.2 Working With the Press Corps

5.2.3 Beyond the News Media.

5.2.4 Protect Your People From Media Intrusions

5.2.5 Ongoing and Long-term Communications

5.3 Notifying Others of the Situation

5.3.1 Notification vs. Mobilization

5.3.2 Key Contacts

5.3.3 Beyond Phone Numbers

5.3.4 Emergency Response Team(ERT)

5.3.5 Crisis Management Team(CMT)

5.4 Notifying Throughout the Organization

5.4.1 Board of Directors

5.4.2 Corporate Counsel

5.4.3 Corporate Security

5.4.4 The Rest of the List

5.5 Delivering Initial Notification

5.6 Notifying Family of Fatalities and Serious Injury

5.7 A Team With Heart

5.8 Management With a Heart

5.8.1 Senior Management Visits

5.8.2 Saying the Right Thing When it Matters

Chapter 6 Reputation Management

6.1 The Age of Crises

6.2 The Good Samaritan Principle

6.2.1 Response of Wal-Mart and Sears to Hurricanes Katrina and Sandy

6.3 Trust-Building Components

6.3.1 Transparency

6.3.2 Expertise

6.3.3 Commitment

6.3.4 Empathy

6.4 Anticipation and Preparation

6.5 Leading Under Pressure

6.5.1 The Psychology of Reputation

6.5.2 The Anatomy of Blame

6.5.3 Crisis Leadership Roles

6.5.4 Outside Advisors and Consultants

6.6 Towards a Reputation Management Capability

Chapter 7 Establishing the New Normal

7.1 It's Back to Work We Go

7.2 Your Window of Opportunity

7.3 The First Day Back

7.3.1 The Management Briefing

7.3.2 Ways of Listening

7.4 A Program for Recovery: Psychological First Aid

7.4.1 Traditional Psychological Debriefings Not Recommended

7.4.2 Positive Coping Strategies Needed

7.4.3 Individual Assessment and Counseling

7.4.4 Early Intervention

7.5 Phasing Back Into Productive Work

7.5.1 Supervisory Monitoring

7.5.2 Purposeful Disengagement

7.5.3 Anniversary Effect

7.6 Operational Debriefing for Lessons-Learned

PART 2: PREPAREDNESS.

Chapter 8 The First Steps to Preparedness

8.1 The Financial Impact of Preparedness

8.2 The Prepared Manager

8.2.1 How Prepared Are You?

8.3 Crisis Management Is About People

8.3.1 Impacted Employees

8.3.2 Your Organization Is a Human System

8.3.3 Good vs. Poor Crisis Response

8.4 The Process of Preparedness

8.4.1 Applying the Five Steps: Two Examples

8.4.1.1 Workplace Violence

8.4.1.2 Executive Air Travel

8.5 Set up the Crisis Planning Committee (CPC)

8.5.1 Multidisciplinary Perspectives

8.5.2 Team Decision-Making Works

8.5.3 A Daunting Task Demands a Strong Group Effort

8.6 How to Set Up a CPC

8.6.1 Determine the Scope

8.6.2 Identify Champions

8.6.3 Select the CPC Members

8.6.3.1 WhyYou Need an Attorney

8.6.3.2 Select a Consultant

8.6.4 Set an Agenda

8.6.5 Establish a Budget

8.6.6 Make a Schedule

8.6.7 Conduct the Meetings

8.6.8 What to Avoid as a CPC

Chapter 9 Analyzing Your Foreseeable Risks

9.1 How Societal Change Has Generated Risks

9.2 The Ripple Effect of Vulnerability

9.3 Identifying and Analyzing Foreseeable Risks

9.3.1 Thinking About Likely Scenarios

9.4 What's Likely to Happen? Analyzing Crisis Probability

9.4.1 Risk Analysis Checklist

9.5 How Bad Could It Be? Analyzing Crisis Severity

9.5.1 Protecting Your Core Assets

9.5.2 Blame Revisited

9.5.3 Plotting Probability and Severity on the Foreseeable Risk Analysis Grid

9.5.4 Additional Considerations in Assessing Severity

9.5.4.1 Legal Liability

9.5.4.2 Public Relations

9.5.4.3 Investors

9.5.4.4 Safety

9.5.4.5 Productivity

9.5.4.6 Outrage

9.5.4.7 Recruiting

9.5.4.8 Key Relationships

Chapter 10 Evaluating Your Existing Crisis Procedures

10.1 Evaluate and Enhance Your Strengths

10.2 Leverage Your Strengths to Enhance Preparedness

10.2.1 Time.

10.2.2 Money

10.2.3 Effort

10.3 Existing Controls: Where to Look and What to Look For

10.4 What You Should Look For: Clear Strategy and Good Tactics

10.4.1 Assessing Strategy and Tactics: One Example

10.4.1.1 Validity vs. Reliability

10.4.1.2 Strategy

10.4.2 Leave No Strategy or Tactic Unevaluated

10.4.3 Now Enhance Your Strengths

10.5 Common Elements of Preparedness Plans

10.5.1 Security Risks

10.5.2 Cyber Security

10.5.3 Public Relations (PR)

10.5.4 Company Website

10.5.5 Crisis Command Center

10.5.6 Backup Command Center Location

10.5.7 Notification Plans

Chapter 11 Organizing New Controls and Drafting Your New Plans

11.1 Addressing Weaknesses Through Controls

11.1.1 Benchmarking New Controls

11.1.2 Brainstorming New Controls

11.2 Use a Scenario to Imagine the Worst - and Control It

11.2.1 Select a Scenario forYour Brainstorming

11.2.2 Consider the Stakeholders

11.2.3 Examine Possible Consequences

11.2.4 Anticipate Cascading Effects

11.3 The Reasonable Person Test

11.3.1 Example: Security Fence

11.3.2 Example: Airline Security

11.3.3 Value of the Reasonable Person Test

11.4 The Darker Side of "Reasonable": Pan Am 103

11.5 Primary vs. Secondary Prevention: Negotiating Hostage Release

11.6 Bringing It Down to Earth: Identifying New Controls

11.7 No Company Is an Island

11.8 New Controls Can Challenge Your Culture

11.9 Consider the Whole System

11.10 Integration

11.10.1 Three Tiers Within Your Crisis Planning

11.11 Addressing Unique Cultural Issues in Your Plan

11.11.1 Anticipating Resistance and "Smoothing in" New Controls

11.11.2 Don't Go It Alone

11.12 Gaining Senior Management Buy-In

11.12.1 Reframe Your Role

11.12.2 Executive Sponsor

11.12.3 Know the Landscape

11.12.4 Additional Resources.

11.12.5 Monitor, Monitor, Monitor.

Notes:

Includes index.

Description based on print version record.

ISBN:

1-931332-71-1

OCLC:

881504511