Lukaszewski on crisis communication : what your CEO needs to know about reputation risk and crisis management / by James E. Lukaszewski (loo-ka-SHEV-skee) ; Kristen Noakes-Fry, editor.

Format:

Book

Author/Creator:

Lukaszewski, James E.

Contributor:

Noakes-Fry, Kristen.

Language:

English

Subjects (All):

Lukaszewski, James E.

Crisis management.

Communication in management.

Physical Description:

1 online resource (420 p.)

Edition:

1st ed.

Place of Publication:

Brookfield, Connecticut, USA : Rothstein Associates Inc., Publisher, [2013]

Language Note:

English

Summary:

One of "30 Best Business Books of 2013"(Soundview Executive Book Summaries). Author draws on 40 years' experience to advise exactly what to say and do and when; how to manage the victim dimension; create a crisis communication plan and put it into.

Contents:

Cover Page

Title page

Copyright

Dedication

Acknowledgments

Preface "A Word With Your Boss, Please..."

Foreword "The Pragmatist" by Jonathan Bernstein

Foreword "The Teacher/Counselor" by Jay Rayburn

Foreword "The Game Changer" by Steve Harrison

Contents

Introduction: Common Sense at Lightning Speed, by Ken Koprowski

Chapter 1: Defining Crisis: It's All About Victims

1.1 Crisis Management and Readiness Defined

1.1.1 Crisis and Components of Crisis

1.1.2 Nature of Crisis

1.2 All Crises Are Problems - Not All Problems Are Crises

1.2.1 Operational and Non-Operational Crises

1.2.2 Crises and Disasters

1.2.3 Disaster Examples

1.3 Crisis Is About Victims

1.3.1 Leadership Is About Victims

1.3.2 Why Management Has Difficulty With Victims

1.3.3 What Does It Mean to Be a Victim?

1.3.4 How Poor Communication Prolongs Victimization

1.3.5 What Do Victims Need?

1.3.6 Psychological Effects of Crises and Disasters on Victims

1.3.7 Understanding the Victim Recovery Cycle

Chapter 2: Crisis Communication: Getting Leadership Ready for Crisis

2.1 Leadership Patterns That Influence Readiness

2.1.1 General Readiness Success Principles

2.1.2 Overcoming Management Objections to Readiness Activities

2. 2 The New Top Executive Agenda

2.2.1 Inside the Mind of the CEO

2.2.2 The Five Main Tasks of the CEO

2.2.3 Four Kinds of Information the CEO Needs

2.2.4 Needed: ADefined Role for the Boss During Crises

2.2.5 Needed:The Definitive Management Response Strategy

2.3 Crisis Realities

2.3.1 Crisis Reality No. 1: Crisis Management Always Causes Managers to Be in Crisis Themselves

2.3.2 Crisis Reality No. 2: Involve Management Early On

2.3.3 Crisis Reality No. 3: Establish the Right Response Trigger Mechanism.

2.3.4 Crisis Reality No.4: Define and Execute Key Management Roles

2.4 Avoiding Destructive Management Behavior

2.4.1 Five Precautions to Keep in Mind

2.4.2 A Sampling of Behaviors that Need to be Changed orAvoided

2.5 Lukaszewski's 12 Axioms of Crisis Survival for Leaders

2.6 The Leader as Verbal Visionary

2.6.1 Managers and Leaders: The Difference

2.6.2 Principles of a Verbal Visionary

2.6.3 How Will You Know If You Have Become a Verbal Visionary?

2.7 Preparing Executives - Becoming a Valued Communications Advisor on the Team

2.7.1 What Executives Need

2.7.2 Discovering and Choosing Truth

2.7.3 Guiding Principles

Chapter 3: Crisis Communication: Preparing for Crisis and Visibility

3.1 Threat Identification and Visibility Analysis

3.1.1 Step 1: Planned Visibility Analysis: The Community Involvement Audit

3.1.2 Step 2: Unplanned Visibility: Vulnerability Analysis

3.1.3 Step 3: Senior Executive Reflection Studies

3.2 Visibility and Victims Make Us Vulnerable

3.2.1 Planned Visibility

3.2.2 Unplanned Visibility

3.3 Threat Identification - Key Issues Prioritization and Worksheet

3.3.1 What Is a Key Issue?

3.3.2 The Human Factor: Community Core Values

3.3.3 Community Audience Analysis

3.4 Incident Response Categories

3.4.1 Crucial Incident-Specific Response Categories

3.4.2 Getting the Facts: Conducting Investigations

3.5 Setting Crisis Response Communication Strategies and Priorities

3.5.1 Priority # 1: Stop the Production of Victims

3.5.2 Priority #2: Manage the Victim Dimension and Those Most Directly Affected

3.5.3 Priority #3: Communicate With Employees

3.5.4 Priority #4: Communicate With Those Affected Indirectly

3.5.5 Priority#5: Communicate With the Media, Other Self-Appointed External Individuals, and Communications Organizations.

3.6 Management Responsibility in a Crisis

3.6.1 Crisis Communication Roles by Corporate Function

3.6.2 Coordination Between Field and Headquarters: The "Call Headquarters If" Process

3.6.3 When to Send the Boss

Chapter 4: Creating the Crisis Communication Plan: Components and Models

4.1 Preparing to Do the Right Thing

4.1.1 Crisis Communication Plan Development

4.1.2 Plan Development Tasks

4.2 Scenario Development in Crisis Communication Planning

4.2.1 Involving the Boss

4.2.2 Using Scenarios to Identify ProblemAreas

4.2.3 Model Scenario Workup Summary

4.3 Assemble the Documents for Your Crisis Communication Plan

4.3.1 Your Published Crisis Plan

4.3.2 Select the Most Appropriate Activation Process

4.4 Maintaining and Keeping Plans Current

4.4.1 The Reality of Keeping Plans Current

4.4.2 The Six Revitalization Tracks

4.5 Message Development

4.5.1 The Process of Message Development

4.6 Model Crisis Communication Exercise

4.6.1 Create an Effective Scenario Response

4.6.2 Restructure Your Thinking About Drills and Exercises

4.7 When You Need to Obtain Public Forgiveness

Chapter 5: Crisis Communication Plan in Action: Media Relations

5.1 The Crisis Media Relations Policy

5.1.1 Sample Crisis Media Relations Policy

5.1.2 Guidelines for Designated Spokespersons

5.1.3 Good Spokesperson Practices

5.1.4 Setting the Record Straight if You Make a Mistake

5.2 The Crisis Website (or"Dark Site") in Media Relations Strategy

5.2.1 Creating a Crisis or Dark Website

5.2.2 Basic Media Relations Strategy

5.3 Understanding the Nature of News

5.3.1 The Attributes of News

5.3.2 Tools to Assist the Media: Fact Sheets

5.4 Preparing for Reporters

5.4.1 What to Do Before Reporters Call

5.4.2 What to Do When Reporters Call

5.4.3 What to Do Before Reporters Arrive.

5.4.4 What to Do While Reporters Are With You

5.4.5 When Can the Media Visit the Site?

5.4.6 What to Do as the Media Come and Go

5.5 Surviving 60 Minutes and the Other News Magazine Shows

5.5.1 Fourteen Lessons for Handling News Magazine Shows

5.5.2 Six KeyTests for a News Magazine Show Story Concept

5.5.3 Story Sources

5.5.4 Our Approach to News Magazine Shows

5.6 Assessing the Validity of News Stories

5.6.1 Lukaszewski's Validity/Believability Index Test Questions

5.6.2 Bad News: Assessing the Damage

5.6.3 What to Do and Avoid in Emergency Communication (Including Interviews)

5.7 Understanding Journalists

5.7.1 Where Reporters Come From

5.7.2 Establishing a Professional Relationship With Reporters

5.7.3 How Reporters Create Emotional Responses From Spokespersons

5.7.4 Assessing the Validity of News Stories

5.7.5 Reporters Need to Emotionalize

5.7.6 How Reporters Probe for Information

5.8 Bad News: How to Recognize and Deal with It

Chapter 6: Crisis Communication Plan in Action:The Crisis News Conference

6.1 Preparing For the Crisis News Conference

6.1.1 When to Hold a News Conference

6.1.2 Types of Crisis News Conferences

6.1.3 News Conference Techniques

6.1.4 News Conference Planning Checklists

6.2 Guidelines for Calling and Conducting News Conferences

6.3 Conducting the News Conference

6.4 The Questions You Can Expect

6.4.1 Question Types

6.4.2 Where Do Questions Come From?

6.5 Giving Good Answers - Even to Bad Questions

6.5.1 Attributes of Good Answers

Chapter 7: Crisis Communication Plan in Action: Social Media

7.1 What Makes Social Media Different From Legacy Media

7.1.1 Changing Trends in How People Get the News

7.1.2 Coping With Crises in a New Media Environment

7.1.3 Importance of Crisis Website and Web Readiness.

7.2 What Are the New Media and Social Media? Why Should Your Company Care?

7.2.1 Exxon-Valdez vs.BP: How the New Media Have Changed Crisis Communication Response

7.3 Monitoring Social Media

7.3.1 Develop a Monitoring Strategy

7.3.2 Drill Deeper Before Deciding to Respond

7.3.3 Measure Commentary Sentiment

7.4 Neutralizing an Internet Crisis

7.4.1 Traditional Behaviors and Strategies Work in New Media,Too

7.4.2 Litigative Approaches (Which Can Lead to Take-Downs)

7.4.3 Questions to Ask the Boss When Hardball Is Considered

7.5 Digital and Social Media vs.Traditional Media

7.5.1 The Changing Value and Role of the News Release

7.5.2 Consider Key Audiences

7.6 Digital and Social Media Crisis Management Recommendations

7.6.1 Establish a Useful, Helpful Social Media Policy to Moderate the Risks

7.7 Accept That Social Media Is Becoming Ubiquitous

7.7.1 Digital and Social Media Recommendations

Chapter 8: Crisis Communication Plan in Action:The Activist Challenge

8.1 Understanding Activists and Activism

8.1.1 Beginnings of 20th Century Community Activism

8.1.2 Alinsky's Rules for Radicals

8.2 Moving Out of the Target Zone

8.3 Coping With Activist Intrusions and Threats

8.3.1 The Activist's Goals and Needs

8.3.2 Common Myths About Activist Intrusion Activities

8.3.3 Preparation Errors (That Can Be Fatal)

8.4 Coping With the Risk of Personal Attack

8.4.1 Tactical Advice

8.4.2 General Advice

8.4.3 Behavior in a Hostage Situation

8.5 Coping With the Media for Victims and Targets

8.5.1 Frequently Asked Irrelevant Questions

8.5.2 How the Legacy News Media Relates to Activism

8.5.3 Counteracting Anti-Corporate Activism on the Internet

8.6 Guidelines for Communication When Under Attack Summed Up.

Chapter 9: Crisis Communication Plan in Action: Litigation and Legal Issues.

Notes:

Bibliographic Level Mode of Issuance: Monograph

Includes bibliographical references and index.

Description based on online resource; title from PDF title page (ebrary, viewed December 26, 2013).

ISBN:

1-931332-64-9

OCLC:

845392176