Crisis
Leadership : -
SURFING
ON THE FRONT OF THE WAVE WITH THE TRUSCOTT -
MISHA NETWORK TEAM
Corporate Governance and Crisis Leadership
For
those companies who want to maintain and enhance excellence
the Truscott - Misha Network Team is offering
Indian companies the opportunity to develop capability to
implement crisis strategies in the boardroom and deliver
effective leadership under pressure
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
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.
The
Truscott - Misha Network Team
We
represent a collective pool of talented and seasoned Crisis
and Communications Practitioners that ought to be tapped
in the pursuit of being best in class.
-
Insuring through the reinforcement of business contingency
plans and high-level training that empowers and improves
the worth of staff.
- Simultaneously
leading crises and managing emergencies by progressing
through the stress of double-jeopardy simulations.
- Thinking
strategically under pressure and winning time in crisis
and emergencies.
- Delivering
perceptions and communicating with affected people.
- Mobilizing
internal call centers and harnessing Virtual Crisis Leadership
Environments (VCLE)
Business
Continuity is planning for the Inevitable.
Crisis Leadership is preparing for the unthinkable
Contact
TRUSCOTT : -
15
Kylie Street, Wembley Downs
Perth, WA 6019, Australia
jtruscott@crisisleaders.com
61-8-92045141office
61-8-92045142 fax
61-421915441 mobile
http://crisisleaders.com
B-24 Appasamy Towers
16 Thyagaraya Road, T.Nagar
Chennai 600 017, India
mishanetwork@mishanetworkpr.com
91-44-3091-2090 office
91-98840-63009 mobile
|
All
companies incubate crises. The triggers which can
set them off include
Cash
flow
Industrial relations
Public perception
Top management succession
Sudden market shift
Product failure
Adverse international events
Regulation and deregulation
|
Best
practice
considers crises as opportunities rather than threats
Best
in class
is regular practice, learning
after others mistakes, and benchmarking against competition
every one to two years
|
Crisis
Practitioners operate from:
Adelaide
Auckland
Bangkok
Brunei
Brisbane
Chennai
Jakarta
Kuala Lumpur
Melbourne
Perth
Singapore
Sydney |
Crisis
leadership and its contingency planning and preparation
are now viewed as integral to strategic and operational
management
Crisis awareness during uncertain
times is an essential display of leadership. Lone wolves
do not make good crisis managers. Effectively led teams
provide massive and timely leverage |
Contact
TRUSCOTT
15 Kylie Street,
Wembley Downs
Perth Australia 6019
jtruscott@crisisleaders.com
61-8-92045141 office
61-8-92045142 fax
61-421915441 mobile
http://crisisleaders.com
B-24
Appasamy Towers
16 Thyagaraya Road, T'Nagar
Chennai 600 017, India
mishanetwork@mishanetworkpr.com
91-44-3091-2090 office
91-98840-63009 mobile
|
TRUSCOTT
Crisis Leaders
Developing
capability to implement crisis strategies in the
boardroom and deliver effective leadership under
pressure
|
Corporate
Governance and the triple bottom line
Crisis leadership is without doubt
the cheapest insurance policy for social, financial
and environmental responsibilities |
|
Crisis
Leadership
Strategy
and communications advice to control : Business continuity
issues
Reputation issues
Financial and legal liability issues
Advice
on the strategic management of emergencies
Crisis
Management Systems and plans
Preparation
of crisis and emergency rooms, and virtual crisis
environments
Crisis
simulations
Advice
and training for :
Spokespersons
Call Centres
Government and Public Affairs Teams
HR Teams
|
Issues
Threats
Emergencies
Risks
Stakeholder
identification and positioning on issues
Scenario
planning for crisis avoidance
Profiling
of commercial exposures and operational risks
Safety
Management Systems and emergency plans for saving
life, protecting property, and minimizing damage to
the environment
Threat
assessments, intelligence collection and Security
Management Systems
|
Experience
Global
and regional planning for Crisis Champions
Training
Crisis Leaders and Emergency Managers
Managing
time-sensitive strategic issues in situation rooms
and emergency tasks in operations rooms
Bypassing
jammed communications, optimizing internal information
flows and websites
Linking
regional and global boardrooms
Nurturing
executive leadership and teamwork through simulations
Futures
thinking and scenario planning
Listed
and unlisted companies in the energy, resource, infrastructure,
finance, transport, marine and fast moving consumer
goods sectors
Throughout
Asia and Australia
|
