Experience Summaries

These Summaries are designed to both reveal the depth of Jim’s 40 years of practice, but also to provide a series of lexicon’s to assist practitioners in analyzing and planning their own practice.

James E. Lukaszewski

ABC, Fellow IABC; APR, Fellow; PRSA, BEPS Emeritus


  1. Introduction to the Lukaszewski Group
  2. Four Decades on the Front Line
  3. Four Decades in Front of the Media
  4. Coaching and Training for Executives and Managers/Leaders
  5. Ethics, Integrity, Compliance, Communications, Corporate Governance
  6. Activist Web Attack Counteraction
  7. Canada
  8. Community Relations
  9. Crisis Communications Management
  10. Education and Academia
  11. Environment
  12. Government and Public Policy
  1. Healthcare/Medical/Pharmaceutical Issues
  2. Insurance Industry
  3. International Clients and Heavy Industries
  4. Labor Negotiations, Labor Policy and Job Actions
  5. Litigation
  6. Management Communication Strategy/Reputation Recovery
  7. Native and Aboriginal Peoples
  8. Product Recalls
  9. Professional Development
  10. Public Appearance and Exposure Management Forecasting
  11. Public Utilities, Cable, and Wireless
  12. Strategy
  13. Awards and Recognitions
  14. Creative Works

Thinking and Acting Strategically

We are experts in developing conclusive, fundamentally sound communication strategies for companies with high-profile problems and issues ranging from activist demonstrations to civil, criminal, or class action lawsuits; from environmental, health, and safety risks to xenotransplantation. What makes us different is our ability to quickly and efficiently focus company management on the key decisions that need to be made and to structure outcome-focused operating and communications responses. We often work with every critical operating function within the organization to get questions answered, issues resolved, decisions made, and actions taken.

The practical result is the immediate, responsive management of serious problems. At the same time, while moving forward, the client organization learns more about resolving its own issues.

Managing Management Involvement

We are pragmatists.  Pragmatism is inherent in our approach to senior management.  Our job is to tell it like it is, to forecast the unintended consequences of the organization’s actions, and to make important, conclusive, and doable recommendations to help management know what to do next.

Our style facilitates communication between different departments, divisions, and individuals within the organization.  The goals are to help managers and supervisors know what to say and when to say it; decide what to do and when to do it; and to recognize when it’s time to say and do nothing.

Typically, we take these first steps to get a situation under control:

  • Listen to senior management’s most important concerns.
  • Develop an action-based plan of attack.
  • Build senior management confidence in the response team and the strategy.
  • Focus the team and other consultants on getting it done.
  • Reduce management anxiety through practical, doable, and useful recommendations.
  • Manage senior management disappointment, irritation, and impatience.
  • On-site program implementation; translate strategic assessment and program concepts into implementable steps.
  • Work with and train mid-level managers on problem-resolution approaches and strategy.
  • Identify and plan exit strategies for departing senior managers.

Coaching and Counseling

We only handle the toughest, touchiest, and most sensitive aspects of any problem.  That means getting things right the first time.  Much of our advice and counsel involves teaching and coaching executives, managers, and supervisors to make fundamentally sound, results-oriented communications decisions and to effectively communicate those decisions to others. 

Leadership Development

The leadership capabilities of individuals often become apparent during urgent situations.  Established leaders need someone to break a management impasse or dislodge the barriers to effective action and counteraction.  Crises are the one time in organizational life when just about everyone learns key new things at lightning speed.  Crises are times for leadership enhancement and leadership discovery. 

Second Opinions

With more than 40 years on the front line of crisis communication management, one of our most important roles, aside from strategically directing response operations, is providing second opinions.  During a typical year, The Lukaszewski Group provides its opinions in situations involving activist attacks; angry communities; organized opposition; government investigations; high-profile litigation; network television news coverage; 60 Minutes, PrimeTime Live, Dateline NBC, and other news magazine shows; media investigations and the like.  We are frequently called the “Consultant’s Consultants” and the “Expert’s Experts.”