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Frameworks and Checklists: Organizing Your Crisis Response

Frameworks and Checklists: Organizing Your Crisis Response
You just completed an exercise that had you work through each category in your crisis typology and consider how each one could impact each of your primary stakeholder groups. What did you learn in the process? Perhaps you learned some things about your typology. Perhaps you were able to better understand the interests of your stakeholders. Perhaps you were struck by this realization; now that I have this list of horrible things that could happen in my organization and a sense of how significantly my stakeholders would be harmed by any one of these situations, I really don’t like any of this. Crises are bad and I don’t want them to happen. Yes, you are correct.
Crises are bad and that’s why it’s so important that you and your fellow leaders do all that you can to prevent them. That you build relationships with your stakeholders to let them help you identify potential sources of crises before they become critical. Then you address these issues when they’re minor, not after they’ve erupted into full-blown crises. Yes, crises are bad and we don’t ever want them to appear. Unfortunately, at some level, they will. So let’s prepare ourselves, which is our goal here. Let’s begin our discussion of organizing your crisis response.
Now, before I go further, I’m going to ask that if you’ve been stepping through this course without completing each activity, you’re not going to find this or the following exercises nearly as useful. It’s particularly important, in my opinion, that you’ve developed a sense of how various potential crises at your enterprise would be perceived by stakeholders. So if you didn’t complete the previous activities in this module, go back to the beginning now and please do so. The rest of the module will be here waiting for you when you come back. Where should you begin to effectively organize your crisis response? With a documented crisis management process. What does that mean?
Well, on the following activities, you’re going to see some examples of elements of a crisis management process. You’ll learn about checklists, roles and responsibilities, the development of proactive crisis responses, and the conduct of practice sessions to test your processes and build expertise within your crisis response team. In no way, however, will the materials that follow be sufficient for you or your organization. The following has been designed to raise your awareness of how to think and plan and prepare for a crisis. But on their own, it won’t be enough to get you ready. There’s an abundance of resources, consultants, tools, readings, exercises, simulations, etc, that can help you build on what you’re about to learn.
Hopefully, this course has inspired you to seek out these additional resources. For now, here are some core elements of all effective response plans. We’ll start with a collection of simple crisis management checklists. The purpose of exposing you to these checklists is that they’ll gets you thinking about the elements you’ll want to include when you craft your own, which by the way, I will ask you to do once you’ve read through the following. You’ve crafted a typology, you’ve thought through how each of these crises will impact your stakeholders. Now let’s start thinking about how we can prepare our organization to deal with one of these crises and engage our stakeholders should the need present itself.
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High Stakes Leadership: Leading in Times of Crisis

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