Lessons from ongoing crisis management and catastrophe mistakes.
The petroleum industry has little to fear from Congress or for its reputation. Like the bankers, insurance industry, real estate, Wall Street, the credit card industry, and even the auto industry, there is the Headline Phase, the Hearings Phase, and now the Independent Panel Phase. It’s the usual stuff, when the answers are hard.
We are starting to hear talk of boycotts and other punitive measures against BP. This attitude is total goofiness. The company is putting its money and energy where its mouth is to resolve the situation…so now we should punish them by driving by their gas stations? This is mindless meanness.
One of the most difficult challenges leaders and their communicators face is what to do, what to say, how to behave, and what decisions to make when someone is killed. This problem does arise, all too frequently. Here are some useful guidelines for both operators and communicators.
Key takeaways from Paul Johnson’s book, Churchill.
Among the most frequent questions I’m asked by both professionals in our field and those they advise (CEOs and other operating officials) is, “Can you tell me what, in your experience, are the greatest crisis preventers?”
The latest Toyota ad, “Our Pledge to You,” is out and does show signs that the company is making progress in understanding what it has to do to be forgiven. But, the approach is still too austere and fails to go far enough to make the customer-focused commitment that’s needed.
Of the relatively few dumb statements published about Toyota’s current recall troubles—one by Maryann Keller quoted in a Bloomberg story, “People aren’t going to buy Toyotas…their image is finished… ”—is premature, but silly enough to get a reporter to bite.
I know you’re tired of hearing this stuff, but I couldn’t resist. Tiger and his troubles fit an unmistakable pattern.
Perhaps the way to approach the state of Tiger Wood’s affairs is to ask the question, “What would his dad, the architect of his life, do?”