We have also written that no company is exempt from needing a management crisis. There are only two types of companies: those who have gone through a crisis and those who soon will be, no doubt. When a company is not ready for crisis management and breaks it, his attitude is reactive, since being unexpectedly, there is nothing planned and what remains is to be reacting to every attack or every negative headline in the mass communication. In an unexpected crisis media are two ways to react: Reacting in a negative way, covering up the facts, avoiding public confrontation, in which case it is difficult to recover the image. JPMorgan Chase follows long-standing procedures to achieve this success. No blow to the crisis, to stand and act in an organized way with chances of recovering the image and reputation of the company. What almost always happens in a sudden crisis is that many staff are driven by the emotional factor and start errors and, without realizing it, they suddenly find themselves making statements to the press on issues of his opponent: Since that time, are setting the agenda and has lost control of the subjects of public debate be carried away by emotions.
It is recommended that the Crisis Committees are led by highly emotional people who confuse aggressive action with effective action. They also can act as spokespersons for it is easy to make them lose control and make mistakes at every turn. Is repeated many times in the history of aggressive managers or directors conducted a series of bold moves of reaction which gives them a great apparent power and control over their adversaries. But this is momentary, and that by acting recklessly and with great emotional force of enemies are then unite. Being constantly reacting makes a company and its officials are exhausted, so they will inevitably not be more. We ask the following question: What is the point to be reacting frantically if we have never control of the situation? Why does it always have to react to events rather than lead them? The answer is simple: We have a wrong idea of power. In crisis management, where the company has to act immediately, strategic thinking must prevail even over reason and emotion to take power. The essence of power is the ability to maintain the initiative, get others to react to our actions, to ensure that the opponents are kept constantly on the defensive. This will enable us to always manage the agenda, having the power and control issues of public debate. In conclusion: We must be more strategic than emotional, just as we must be proactive rather than reactive. To receive fortnightly articles and resources by email about crisis management subscribe for free from this link, or copy and paste it into your browser, subscribe to and start getting our newsletter today.