THINKPIECE: When crisis strikes, our leaders can become oursuperheroes if they have a response plan

Last week's tragedy at the World Trade Center demonstrates the

importance of leadership in a crisis. Everyone - employees, customers,

shareholders, the media - looks to the leader for spirit, strength, and

courage, which can only be demonstrated by taking active control. The

following guidelines get at the essence of what it takes:



1. Get your own house in order. Take charge of the situation in terms of

response, business recovery, and communications to all audiences.



Set up a system for regular communication with employees, and be visible

to them. If the issue involves government or emergency response, make

sure your organization is plugged in at the highest level so you have

the best possible information.



2. Create a chain of command. Assign areas of responsibility,

functionally reporting up the chain of command and coordinating with

on-site officials.



Establish protocols for decision-making, with the CEO breaking the

tie.



In the CEO's absence (even you must sleep), who's in charge?



3. The CEO's job is front and center. Be visible. Coordinating and

controlling a company's reaction to a crisis means being in command of

communications with employees, customers, shareholders, government and,

of course, the media. Last week, Mayor Giuliani embodied

communications-in-action as a basic overall strategy.



4. Every inquiry matters. Leadership of communications means respecting

and processing every request for information. Set the standard for

developing, checking, and providing accurate information.



5. What you say is as important as what you do. When your company has

become the subject of news, you also become a source of information, and

will be judged quickly on how well you fulfill that responsibility. View

the situation as an opportunity to demonstrate leadership.



6. Talk to people, not at the media. Your tone and demeanor in

interviews should be empathetic and understanding. (President Clinton

always talked through the media directly to the American people.) Do not

take any question defensively, negatively, or personally. If you don't

know the answer, say so, and assign someone to find it.



7. You can't overprotect your reputation. There are those who would

counsel you not to overreact. But in a serious catastrophe, it is almost

impossible to overreact. Be open to all courses of action.



8. While executing today, plan for tomorrow. Take a moment and look down

the line at the resources and support that are needed for tomorrow, as

well as three days from now. Make planning relief for your front-line

troops a priority.



Loretta Ucelli is chair of issues and crisis management at Edelman PR

Worldwide, and is former White House communications director for

President Clinton.



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