The Art of Crisis Leadership: Incident Management in the Digital Age
The guide is directed at the home of the crisis: organisations, businesses, companies, corporations and conglomerates for which crises are inevitable.
It is primarily aimed at executives, directors and officers of organizations, who focus on Corporate Affairs, Corporate Governance and compliance issues.
It also has application for readers interested in the management of failure.
This guide is unique as it contains strategies and concepts not found in existing literature, but in use by Crisis Teams around Asia and Australia now.
It is written by a practitioner who has credibility across the private and public sectors, particularly amongst the top publicly listed companies in Australia, and multinational companies throughout Asia.
It is the fruit of the mind of an inspirational and vastly experienced ex-Special Air Service Officer, reflecting the approach of a Special Operative trapped in the body of a businessman.
Read what our clients have said about the book:
Bruce Hayes — Group Security Manager, Oil Search Limited
Exploring for oil in harsh and remote environments is a challenging business. Being able to successfully manage and recover from an emergency or crisis situation is not only an essential survival technique but good business. Applying the knowledge contained in this book has given our organisation the ability to "master the game" and "ride the tiger".
Priti Devi — Advisor Sustainable Development, Environment, Shell Global Manufacturing
For any global multinational organization, the threat of a crisis situation remains an omnipresent reality and having an effective company crisis preparedness plan is a key requirement. However no matter how robust an organization's crisis management strategy is — there is no better test of its effectiveness in a crisis situation, than putting it into play.
The experience gained from training establishes the company's reputation for being prepared and able to survive. The simulation of crisis scenarios developed by Jim Truscott and his team, have been extremely valuable training for the crisis management teams in many Shell Companies in honing their crisis preparedness capabilities.
Major General Mike Hindmarsh — AM CSC Special Operations Commander Australia
There is a surfeit of good books doing the rounds on modern leadership and management techniques but few capture the essence of successful crisis leadership so simply and coherently as does Jim Truscott's 'Riding the Tiger, The Art of Business Crisis Leadership'. In Special Operations we are in the business of managing crises; we teach our people, all of whom are 'leaders' in their own right, to anticipate and function effectively in volatile, uncertain and shocking environments, and to do so when fatigued, scared, wound up, wounded or exercising the enormous responsibility and loneliness of command. Clearly there are parallels between this environment and the business 'jungle' which Jim Truscott's guide describes; and the solutions, like the challenges are similar. Understanding and anticipating the 'threat', fighting for information, encouraging and developing agile pre-emptive and response strategies, seizing the initiative and exploiting opportunities, and all the while applying strong teamwork underpinned by 'raw leadership'; these are all simple and proven measures and principles common to crisis management in any environment. And Riding the Tiger provides a wonderfully succinct and authoritative guide for successfully applying these measures. This is no flowery testimonial; rather it is a booklet full of common sense and objective advice suited to the practitioner, to the individual, team or organization serious about effectively anticipating, managing and exploiting crises. I strongly commend it.
Professor Bruce Horsfield — Faculty of Arts, University of Southern Queensland
Jim Truscott's "Risk Management" is a rarity among publications that aim at the besieged executive who has the nerve and the drive to confront threats in his company environment but who lacks the essential package of strategic ideas and guidelines set out clearly for immediate implementation. Truscott's confident, inspiring "saddle up and let's go" approach to major crises and sudden emergencies infuses every page of his no-nonsense little book.
As the senior academic of the Department of Mass Communication at the University of Southern Queensland I am from time to time in contact with private consultants and self-proclaimed trouble shooters offering advice on the identification and treatment of serious problems arising in organisational communication and management. Usually these consultants focus on telling the client what the client wants to hear, furnishing minimalist written advice packaged to create a favourable, easy to read summary whose main theme is too often the effectiveness of the consultant.
In this context I find the work of Jim Truscott in risk and crisis management truly astonishing. Endowed with a keen, challenging and searching intellect, enriched by a remarkable variety of real life crisis leadership achievements first as Operations Officer in the Australian Special Air Service Regiment, and since then as a crisis management advisor active in South East Asia and Australia, Jim Truscott clears a path by providing both the questions and the answers for harried executives struggling to overcome crises and turmoil. He has distilled his proven experience in his handbook of practical advice, 'Riding the Tiger: The Art of Business Crisis Leadership', a gem of a booklet offering immediate practical advice to senior managers finding themselves faced with a monstrous crisis that requires immediate sound decision and action.
Rod Rutledge — Safety Case Manager, Incitec Pivot Ltd
The recent Gibson Island incident highlighted the value of effective training in incident response and incident management. This has been acknowledged at senior management level. I have responded to the QFRS training personnel whom I've worked with over the past 2 years on shift team training. Your efforts in training the IMT has also been suitably acknowledged in the investigation process. The IMT formed up within 1 hour of the incident (Saturday afternoon) and managed the post incident counselling, regulatory liaison, media liaison etc. Comments which I included in the investigation report are attached below.
The incident response to the EF601 explosion & fire encompassed two aspects of the site's emergency response processes; incident command & response by the shift team and incident control by the site management team. Both of these response processes had been reviewed & subsequently upgraded in the past 2 years as part of the MHF safety case activities. The performance of personnel on the day in performing their roles of incident command, incident control, and casualty care has been reviewed & assessed by the Safety Case Manager. This included follow up contact with senior emergency services personnel who attended site on the day. Emergency services, particularly the fire service commended Incitec Pivot on the standard of their response. No further action is recommended, other than commending the personnel on the day for performing their roles in an exemplary manner to the high standard as trained & drilled.
Krishna B. Mariyanka — Lead Advisor Marketing & Communications, Shell Technology India
I must not forego without mentioning that the quick workshop you did here at IABC Bangalore Launch was not only lightning in speed but also enlightening on a few unknown aspects in the era. This is my humble feedback to you after having worked in the areas of communications for a little over a decade.
Nik Fitzpatrick — HSE Manager, Clough Group
Firstly thank you for your guidance and efforts during the CMT training and subsequent exercise. I personally found it extremely useful and it has highlighted some big ticket items for us to work on improving in the short term and also organisationally looking forward. I am a firm believer in rigorous and regular ER training and thought the scenario, whilst not necessarily the best for actually testing the capabilities of the CMT from a business management point of view (a point which you noted in the wash-up), was extremely well executed by your and your assembled team. I have been involved in many exercises facilitated by various ER specialists, and the exercise ranked amongst the best. My thanks for that and I certainly look forward to future interactions.
Peter McManamon — Chief Executive Officer, GWMWater
In undertaking this exercise we have been able to identify both our weaknesses and strengths, whilst also providing assurance to our Board that GWMWater is well equipped to manage an emergency situation. The positive feedback received from Jim Truscott of Crisis Leaders has been conveyed to staff involved in the exercise and will be used as a valuable resource to further develop the areas that we need to improve on.
Mohamed Nagib — Director Smelter Operations, Dubai Aluminium
I have enjoyed the exercise very much and I appreciated your insights into crisis management. As I told you I always appreciated the mental toughness, stamina and tenacity people with your training show. Maybe one day I can at least partially get there.
Captain Edward J. Smith, later Master of RMS Titanic, interviewed by the New York Times in 1907
In all of my experience I have never been in an accident of any sort worth speaking about. I have seen but one vessel in distress in all my years at sea. I never saw a wreck nor was I ever in any predicament that threatened to end in disaster of any sort.
Sanjiv Bhalla, Head Business Security & Crisis Management, BP India
It was a pleasure meeting you and going through your book Riding the Tiger. I did get nostalgic at places, and it did occur to me a number of times going through the book, how businesses at times overlook seemingly innocuous processes, which are almost second nature to us, and land in a soup. I look forward to meeting you whenever you are in Mumbai next and we shall continue to explore possibilities of using you skill set, which let me put it simply, is rare in the corporate world.
Karl Sullivan, General Manager Policy, Risk & Disaster Planning Directorate, Insurance Council of Australia
One of the things I like about your approach is the asymmetric threats you often list — real heart stoppers for any business who sits down and has a decent think about them. They are very rarely listed or even considered by the majority of your more pedestrian competitors.