Practice Areas

Crisis Leadership

Business Continuity diagram - Crisis Leadership

We enable clients to lead, coordinate, or support the response to a Business Continuity, reputation, or liability crisis in any sector. We extend conventional crisis management into crisis leadership.

We provide Directors and managers with a clear understanding of the strategies and actions needed to prevent and control corporate crises.

The future is for sale and it is all about surfing on the front of the wave instead of being in front of the iceberg.

Crisis Leadership diagram - Outside the box versus in front of the wave

The business environment has changed forever. Those that choose to paddle their canoe in the new Corporate Governance sea are developing their capability to capsize and recover in order to regain their commercial position and claw their way towards superiority and even dominance.

Crisis capabilities have certainly matured across sectors, driven in part by attitudes to Corporate Governance. To some organizations, Crisis Management is still just hot Issues Management in a hurry. To others Crisis Management has become Corporate Emergency Response in the aftermath of safety and security incidents. To others still, Crisis Management is a subset of Business Interruption and Disaster Recovery. Most organizations perceive it as a tool to treat danger and less so, opportunity.

The reality is that the majority of these philosophies are just planning for what is regarded as inevitable. But what we see evident in the best organizations is those that plan for the unthinkable. These are those that recognize the difference between Crisis Management and Crisis Leadership.

All organizations see Crisis Management as the tool to regain the status quo or the immediate past. The best organizations now use Crisis Leadership to exploit the future. They are not so much focussed on fixing the hole in the fence as they are of exploiting the opportunities of the open paddock beyond.

Business thrives on instability and there is plenty of room at the top. If you want to have a healthy appetite for risk then you need to have a finely tuned Crisis Leadership capability to stay at the top. Some of our clients will invoke their Crisis Leadership Teams, two and three times in one month. It is not recognition of management failure, but rather a mechanism for seizing opportunity and generating business tempo.

What is the point of acting conventionally in business?

The best companies understand that learning faster than your competitors, provides the only sustainable competitive advantage. Just as Chief Information Officers are evolving towards Chief Knowledge Officers, managers of the immediate past, so to do we predict that Corporate Affairs Managers will evolve towards Chief Intelligence Officers and become managers of the future.

If you wish to lead in business you must be able to function in a non-business as usual environment and to be able to capitalize on negative events. Best in class is benchmarking and learning from others mistakes and successes. All executives emerge with cohesion when they participate in extreme leadership sessions and prove that they can align their communications with the operational response.

Key Benefits


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