The great economic downturn; tumultuous weather patterns; Ponzi schemes; Occupy protesters; political uncertainty; flash mobs and mall melees make daily headlines. When you hear about catastrophic news, do you ever think about how an unanticipated event might affect your business? The crisis mindset requires being “on and ready for battle” 24-7, 365 days a year. It requires the ability to think of the worst-case scenario while simultaneously suggesting numerous solutions. “Trial and error” is an accepted discipline. Those with the crisis mindset know that the first line of defense might not work. They maintain a list of contingency plans and are always on ready alert. Ethical values and a high moral code drive the crisis mindset. In an emergency, things can and will go wrong. Mistakes will be made. Those possessing the crisis mindset think about what is best for others without one selfish motive whatsoever.
"this book tackles all angles of crisis management from brand salvaging to social media handling. A must-read for publicists, marketing professionals, service providers, and business owners." - Xlibris
"EMERGENCY PUBLIC RELATIONS: Crisis Management in a 3.0 world by Alan Bernstein and Cindy Rakowitz is not just nonfiction, but fantastic nonfiction, it teaches you about handling the impossible; the improbably feared event, a crisis" - Not Another Book Review
The strategies adopted by governments and public officials can have dramatic effects on people’ live. Packed with examples, and shaped by the author’s practical experience, the book shows that governments which give more weight to the long-term are not only more likely to leave their citizens richer, healthier, and safer; they’re
The economic peace of the past generation is over. We’re in a war for survival, beset by fear, uncertainty and doubt. As on any battlefield, conditions demand a seriously different kind of leadership from that which is appropriate in peacetime. Leaders must be prepared to make strategic, structural, financial and operational
Senior management must acknowledge risk and accept responsibility for safety, security, corporate sustainability, image, and credibility.
List the various types of crisis that could likely hit your enterprise. Prioritize them in terms of probability and potential damage. Concentrate on those with the highest probability of occurring and causing the greatest potential damage.
Ensure that your messages are up-to-date and responsive to each situation. Identify the single overriding communications objective.
Companies as well as individuals must take the time to create core values for internal employees and share them with external constituents.
Trust is a crucial element in crisis management and communication. It is mandatory to build trust among your many constituents.
What builds stature, image, and reputation? What holds networks of critical relationships intact so organizations can respond, survive, and return to normal after a crisis?