Crisis Response Strategy Development

Land the plane. If you’re in it right now, dealing with a missed goal, a major bug, a failed launch, or an angry keystone customer, this is for you. In a crisis, panic and confusion spread fast. Everyone wants answers. The team needs clarity and direction. Without it, morale drops and execution stalls. This is when great operators step up. They cut through noise, anchor to facts, find leverage, and get to work. Your job is to reduce ambiguity, direct energy, and focus the team. Create tangible progress while others spin. Goal #1: Bring the plane down safely. Here’s how to lead through it. Right now: 1. Identify the root cause. Fast. Don’t start without knowing what broke. Fixing symptoms won’t fix the problem. You don’t have time to be wrong twice. 2. Define success. Then get clear on what’s sufficient. What gets us out of the crisis? What’s the minimum viable outcome that counts as a win? This isn’t the time for nice-to-haves. Don’t confuse triage with polish. 3. Align the team. Confusion kills speed. Be explicit about how we’ll operate: Who decides what. What pace we’ll move at. How we’ll know when we’re done Set the system to direct energy. 4. Get moving. Pull the people closest to the problem. Clarify the root cause. Identify priority one. Then go. Get a quick win on the board. Build momentum. Goal one is to complete priority one. That’s it. 5. Communicate like a quarterback Lead the offense. Make the calls. Own the outcome. Give the team confidence to execute without hesitation. Reduce latency. Get everyone in one thread or room. Set fast check-ins. Cover off-hours. Keep signal ahead of chaos. 6. Shrink the loop. Move to 1-day execution cycles. What did we try? What happened? What’s next? Short loops create momentum. Fast learning is fast winning. 7. Unblock the team (and prep the company to help). You are not a status collector. You are a momentum engine. Clear paths. Push decisions. Put partner teams on alert for support. Crises expose systems. And leaders. Your job is to land the plane. Once it’s down, figure out what failed, what needs to change, and how we move forward. Land the plane. Learn fast. Move forward. That’s how successful operators lead through it.

Crisis Mode. About to Miss Payroll. Leadership didn’t flinch. They knew what to do. Getting Clear on the Problem: A small SaaS bootstrapped startup suddenly couldn’t make payroll. After averting immediate catastrophe, they checked financials and found cash reserves had plummeted by 80% in one quarter. The CEO set a 90-day goal: restore cash levels to cover 3 months runway. The Right People: She gathered folks from finance, sales, accounts receivable, and product teams, all influencing cash flow. Their metrics expertise was critical to diagnose gaps. Connecting the Dots: Together, they mapped out key cash flow process stages: customer acquisition, billing, collection cycles, and reserve management. Sales and AR analyzed trends at each point. Zeroing In: The data exposed an obvious contender - DSO (Days Sales Outstanding) had doubled! Customers were taking 65 days on average to pay bills. The CEO reflected on recent client complaints about a buggy new feature. The 5 Whys: They wondered why DSO spiked. They found that the increase coincided with a major feature release. Why? A feature was released that finance expected to accelerate payments, but it had the opposite effect. Why? Customer research suggested that it had a confusing UI preventing invoice access instead. Why? The Root Cause: Product didn't vet the billing feature with customers to align UX. Dev prioritized speed over certainty. The result? Customers delayed payments due to inaccessible invoices stacking up. Testing and Validating: They ran a quick beta test fixing UI. Testers completed tasks 60% faster. Further, a staged roll-out validated feature stability with no complaints. Implementing the Solution: With clear data on feature usage and impact, they could release an improved version, solving customer needs. Cash flow was restored in under 90 days. Lessons Learned: Facing any business crisis, forcing clarity on specific goals and metrics provides focus. Assemble experts in relevant domains to dig into performance trends. Map out process touchpoints between teams to catch where assumptions caused the failure. Ask "why" - looking beyond symptoms to root causes. Ground solutions in customer experience. There is a method to solving any problem. Don’t panic, you got this.

We’ve all seen how quickly a single moment on social media can spiral. One tone-deaf comment, one AI-generated response that misses the mark, or just a slow internal handoff and suddenly, your brand is trending for all the wrong reasons. When I started building our AI-First Mindset™ transformation program, I knew we couldn’t just focus on opportunity. We also had to prepare leaders for risk and that includes public-facing crises fueled by speed and automation. That’s why I developed a new module focused on building a social media crisis management plan designed for today’s AI-powered workplace. We cover the essentials: • How to build a clear, flexible crisis communication plan • The best crisis management tools to monitor and respond in real time • How to define team roles across marketing, legal, leadership and tech • And how to account for AI-powered systems that can escalate issues if not handled properly In a world where content and backlash move at machine speed, your people need clarity. That starts with a plan that’s actually usable and practiced before the pressure hits. This isn’t about fear. It’s about preparation. AI adoption comes with incredible potential, but it also changes how we manage trust. A good crisis response needs to e part of your broader AI change management strategy. If your team is using AI but hasn’t revisited your crisis plan, now’s the time. Stay tuned for practical guidance on creating crisis plans that perform under pressure. #DigitalCrisisStrategy #CrisisCommunication #CrisisResponse #DigitalCrisis #SocialMediaCrisis

I keep seeing people say that companies should ditch their crisis playbooks and just hire savvy communicators with executive access. Having managed nearly every type of crisis—from natural disasters to ransomware attacks to the pandemic—I strongly disagree. Yes, the days of the 3-inch crisis binder filled with outdated lists and pre-written messages for every scenario are over. Even 20 years ago, those binders rarely came off the shelf. But throwing out a playbook entirely? That’s a fast track to chaos. The biggest issue in crisis response isn’t access to reams of messaging and templates. It’s a lack of role clarity, decision-making, and processes. Companies often fail at crisis response because they haven’t established the critical elements of success, including: ✅ What differentiates an issue from a crisis ✅ How the core team is established ✅ How decisions get made and who makes them ✅ How information is shared ✅ What happens after the initial event A modern crisis playbook captures this and more. It should be simple, scannable, and approved at the highest level. And it should be practiced. Pair that with strong communicators and a strategy for handling sustained events (because business doesn’t stop just because you’re in crisis mode), and then—maybe—you have a shot at a successful outcome. Too often, I’ve seen well-meaning leaders complicate a crisis response by intervening or demanding to be part of the decision or review process when it wasn’t mission-critical and the designated team had it handled. This creates angst, slows down the team, and often waters down the response. I’ve also seen teams with role and process rigor move quickly and effectively in times of crisis. It is a thing of beauty to watch a crisis team in action when they have clear direction. Competent and savvy communicators are invaluable. But you still need a playbook.

Imagine you’re the CTO and you just learned your company leaked personal information for tens of thousands of customers. The gravity of the situation demands wisdom from a range of colleagues to find the best path forward: probably across functions, geographies, and external advisors. Their different skills and experiences will allow you to see risks and opportunities from different angles – so you can develop a novel and flexible solution. So what’s the problem? For most people (especially if they’re surprised by the crisis), their anxiety heightens risk aversion. In turn, they become less open to diverse perspectives, leading to reliance on familiar approaches (termed "threat rigidity"). This, coupled with a self-preservation instinct, hampers collaboration within organizations. In short, just when you need fresh perspectives the most, your brain is least likely to welcome and process them effectively. To counteract these natural tendencies, Ivan Matviak and I wrote an HBR article (see link in first comment) that offers seven strategies for how leaders can promote collaboration, even in a crisis. They are: 🌟 Encourage uninhibited questioning and positive critique 🌟: Foster an atmosphere of "obligation to dissent," where individuals feel empowered to challenge assumptions, offer new ideas, and leverage varied skills for better problem solving. 🌟 Beware of hoarding tendencies 🌟: Explore diverse data sources (project management databases or CRM systems) to uncover patterns of people keeping opportunities, leads, and knowledge to themselves. 🌟 Engage with the front lines 🌟: Directly connect with employees to gather authentic insights, understand coping mechanisms, identify potential isolated behaviors, foster connections, and provide tailored support. 🌟 Regularly emphasize the purpose and objectives of the business 🌟: Understanding the greater purpose behind their work encourages employees to adopt a collective mindset, fostering openness to collaboration. 🌟 Encourage team members to contemplate their preferred work mode 🌟: During stressful times, people (including leaders) tend to gravitate towards their comfort zones, making it essential to reflect on one's natural inclinations. 🌟Make the most of your strengths 🌟: Embrace your natural tendencies and consciously use them to enhance collaboration; whether you're inclined towards teamwork or independent work, leverage your style to drive execution effectively within your team. 🌟 Promote collaborative leaders and teams 🌟: Acknowledge both individual contributions and the team’s collaborative efforts, highlighting the role of supporting players. Do you have any to add? 

I recently had the pleasure of presenting on crisis comms to a group of Central Washington University students. It’s a topic I get asked about all the time, so sharing 6 key learnings I usually highlight: 1) Preparation is key – If you wait until you are in a crisis to think about your plans, you’re starting at a huge deficit. Scenario plan early and build out as much process/content as you can so you have a running start when the time comes. With careful planning and an early warning system in place, you may even be able to intercept an issue before it turns into a full-blown crisis. 2) Stakeholders (and their roles) matter – A critical part of preparedness: who needs to be involved and in what capacity. Who is the decision maker, who needs to be informed, who is part of the working group, etc. It will vary based on the situation, so see point #1 and get this sorted out in advance. Including how to reach people after hours. 3) Get the facts first ­– Resist the urge to “message” a situation or talk tactics until you understand the facts, including what is unknown. A comms strategy is only as good as the data it is based on; faulty information = faulty strategy. 4) Consider ALL audiences – Customers, partners, employees, the local community, etc. Again, it will vary by situation but things can go sideways fast if you forget about a major audience. You need to own your story across all of them. Pro tip: If you find yourself prioritizing press as your top audience (vs. say, customers or employees), you’re probably doing it wrong. 😊 5) Third parties can tip the scales – They can work in your favor or they can keep fanning the flames. For any given situation think about who can be an advocate…and who is likely to be a detractor. For those who are advocates, remember to nurture those relationships over time vs. simply tapping them when you need something. 6) Practice, practice, practice – The best way to ferret out gaps is to do a few practice drills. But don’t pick a day/time where everyone is around, has time available, etc. Mimic a real scenario which likely includes a couple key people being on vacation, on the road, tied up in all day meetings, etc. The final bit of advice I give people: keep calm. Comms leaders have a unique opportunity to set the tone. Showing up as calm and in control can go a long way to settling others’ nerves. (And yes, it’s completely fair to be stressing out internally/privately.) Joe Tradii thanks again for the opportunity to spend time with your students! #PR #CrisisComms #VoxusPR

When COVID-19 hit, Nextdoor's local business revenue fell off a cliff almost overnight—50% of local businesses shut down, and our performance marketing strategy suddenly stopped working. The pivot? We completely abandoned our sales-led acquisition model and moved to partnerships and PR. Instead of pouring money into ads with tanking conversion rates, we built a local business bundle that integrated with DoorDash UberEat OpenTable—giving struggling merchants free tools to survive when they needed them most. Unlike competitors who auto-enrolled businesses in new features, we gave merchants control and built trust. The result? We stemmed the exodus and positioned ourselves as the trusted pro-local platform when the market bounced back. I sat down with Prasid Pathak from The Growth CMO to discuss how this first-principles approach to crisis management helped us make tough decisions during unprecedented times. We go in depth on: 1)How to know when to throw out your entire GTM playbook 2)Why partnerships beat direct acquisition during a crisis 3)The decision framework we used for rapid pivoting 4)How PR amplified our impact when performance marketing wasn't viable For product and marketing leaders navigating uncertainty (need I say more?): sometimes the path forward requires completely reimagining your approach. Read the full interview: https://lnkd.in/ghDaS4M3 #CrisisManagement #ProductStrategy #Marketing #Leadership #COVID19Response

Is your business truly crisis-proof? Recent events say probably not. (Because hoping for the best isn’t a strategy.) Think about it: → The pandemic. → The war in Ukraine. → Silicone Valley Bank’s collapse. → Tariffs. → Inflation. These events rocked the financial world. Were you ready? Most weren't. Why? Because they relied on outdated playbooks. They assumed stability. They ignored warning signs. Here's the cold truth: Crises are inevitable. The only question is: Are you prepared? Here's how to crisis-proof your business: 1. Identify Vulnerabilities (Days 215-185 pre-renewal) → Review financial statements → Analyze operational weaknesses → Consult with department heads 2. Develop Crisis Scenarios (Days 185-155) → Create specific scenarios for each vulnerability → Estimate potential financial impact → Consider reputational risks 3. Conduct Policy Analysis (Days 155-125) → Review insurance policies thoroughly → Identify coverage gaps → Assess adequacy of limits 4. Map Scenarios to Coverage (Days 125-95) → Determine which policies respond to each scenario → Identify uncovered exposures → Assess potential for disputes 5. Simulate Crisis Response (Days 95-65) → Review communication protocols → Assess decision-making processes → Identify potential bottlenecks 6. Quantify Potential Losses (Days 65-35) → Calculate potential financial losses for each scenario → Consider impact on cash flow → Assess long-term implications 7. Develop Action Plan (Days 35-0) → Prioritize risk mitigation strategies → Enhance insurance coverage → Create a crisis communication plan 8. Integrate Findings into Renewal Strategy → Align coverage with identified vulnerabilities → Negotiate favorable terms with insurers → Implement robust risk management practices This isn't a one-time exercise. It's an ongoing process. Want expert help crisis-proofing your business? We’re here for you. #staycovered

There are always situations in which you need to communicate fast and clearly. Especially in a crisis, in new situations, or when there is time pressure. The STICC protocol helps you achieve this. The STICC Protocol was developed by psychologist Gary Klein as a tool for managing the unexpected. STICC stands for: Situation, Task, Intent, Concerns, Calibrate and is a technique for productive communication about what to do when you face a new, unexpected situation. This is what it means: S - Situation = Here’s what I think we face. The leader summarizes how they see the situation, problem, or crisis at hand. T - Task = Here’s what I think we should do. The leader explains their plan for addressing the situation, problem, or crisis at hand. I - Intent = Here’s why I think this is what we should do. The leader explains the reasons why they think this is the best way of addressing the situation, problem, or crisis at hand. C - Concerns = Here’s what we should keep our eyes on. The leader mentions possible downsides or future consequences of the solution suggested to be taken into account as well. C - Calibrate = Now talk to me and give me your views. The leader asks others in the team to give their feedback and viewpoints, and especially invites them to disagree and add. This technique helps you in managing pressured situations in three ways: First, once something unexpected happens, it helps to develop appropriate responses. The five steps are aimed at discussing with a team what to do in cases that are not familiar. Through its focus on concrete action, on gathering different viewpoints, and on speed, the STICC protocol is a quick way to take appropriate action in new situations. Second, in step 4 (Concerns), you open up the discussion for further uncertainties and other changes that may follow. In this way, you mentally prepare people that there will always remain uncertainties. This helps in developing a crisis-ready mindset that is not only helpful in the current crisis, but also in the next. Third, the fact that a constructive dialogue takes place also facilitates communication and mutual learning. Even though the leader brings the suggestions here, it is the team together that comes to a solution. And while doing that, they learn together and from each other in an open and adaptive way, which helps further prepare them for future crises. My advice: use STICC whenever you have to communicate fast and clearly. === Follow me or subscribe to my Soulful Strategy newsletter for more: https://lnkd.in/e_ytzAgU #communicationtips #agile #teamexercise

𝐒𝐭𝐞𝐞𝐫𝐢𝐧𝐠 𝐓𝐡𝐫𝐨𝐮𝐠𝐡 𝐄𝐒𝐆 𝐂𝐫𝐢𝐬𝐞𝐬 𝐰𝐢𝐭𝐡 𝐒𝐭𝐫𝐨𝐧𝐠 𝐆𝐨𝐯𝐞𝐫𝐧𝐚𝐧𝐜𝐞 🚨 In an ESG crisis, independent directors are the backbone of corporate resilience. Their role extends beyond oversight—they drive strategic responses, protect stakeholder trust, and strengthen governance for the future. 🔹 𝐀𝐬𝐬𝐞𝐬𝐬𝐢𝐧𝐠 𝐭𝐡𝐞 𝐒𝐢𝐭𝐮𝐚𝐭𝐢𝐨𝐧 – Fact-based crisis evaluation for informed decision-making. 🔹 𝐃𝐞𝐯𝐞𝐥𝐨𝐩𝐢𝐧𝐠 𝐚 𝐑𝐞𝐬𝐩𝐨𝐧𝐬𝐞 𝐒𝐭𝐫𝐚𝐭𝐞𝐠𝐲 – Clear communication, resource allocation & expert guidance. 🔹 𝐈𝐦𝐩𝐥𝐞𝐦𝐞𝐧𝐭𝐢𝐧𝐠 𝐭𝐡𝐞 𝐏𝐥𝐚𝐧 – Monitoring progress, adapting strategies & ensuring coordination. 🔹 𝐌𝐞𝐝𝐢𝐚 𝐄𝐧𝐠𝐚𝐠𝐞𝐦𝐞𝐧𝐭 – Managing narratives to uphold corporate integrity. 🔹 𝐏𝐨𝐬𝐭-𝐂𝐫𝐢𝐬𝐢𝐬 𝐄𝐯𝐚𝐥𝐮𝐚𝐭𝐢𝐨𝐧 – Learning from challenges to reinforce ESG governance. 𝐇𝐨𝐰 𝐝𝐨𝐞𝐬 𝐲𝐨𝐮𝐫 𝐜𝐨𝐦𝐩𝐚𝐧𝐲 𝐞𝐧𝐬𝐮𝐫𝐞 𝐄𝐒𝐆 𝐜𝐫𝐢𝐬𝐢𝐬 𝐫𝐞𝐚𝐝𝐢𝐧𝐞𝐬𝐬? Let’s start the conversation! #ESGLeadership #CorporateGovernance #CrisisManagement #SustainabilityStrategy #BoardroomExcellence #RiskMitigation #ESGCompliance #StakeholderTrust #IndependentDirectors #SustainableBusiness