Jonathan Hemus March 2016 The test of a companys leadership and of a CEO in particular usually comes during a crisis Richard Branson September 2015 The impact of crisis on shareholder value ID: 804512
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Slide1
Crisis management: the ultimate test of leadership
Jonathan Hemus, March 2016
Slide2"The test of a company’s leadership, and of a CEO in particular, usually comes during a
crisis.”
Richard Branson, September 2015
Slide3The impact of crisis on shareholder value
Source:
Reputation review 2011 AON/Oxford Metrica report
Slide4Create a crisis-resistant culture
"Within Toshiba, there was a corporate culture in which one could not go against the wishes of superiors. Therefore, when top management presented 'challenges', division presidents, line managers and employees below them continually carried out inappropriate accounting practices to meet targets in line with the wishes of their superiors
.”
Hisao
Tanaka, Toshiba’s chief executive, July 2015
Slide5Beware of denial
“Crisis? What is a crisis? Football is not in a crisis
.”
Sepp Blatter, FIFA President, 2011
Slide6Be true to your values even in crisis
“Values exist in the great times, but they also exist in the shitty times. If you abandon those during the worst times, then they’re not yours
really.”
Jeni Britton Bauer, owner of Jeni’s Splendid Ice Creams, April 2014
Slide7Set the communication agenda
“We never
hide.”
Tony Fernandes, AirAsia’s CEO, December 2014
Slide8Take responsibility for decision-making
"Irrespective of the outcome of the current investigations into the causes of the accident…we have accepted full responsibility to those who have been injured in the accident and confirmed that we will ensure that compensation will be provided to
them.”
Nick Varney, chief executive of Merlin, June 2015
Slide9Never hide behind your advisors
“Going through the crisis there are two advisors I’ve paid no attention to. The first are the lawyers, and the second are the accountants. It’s not about money or legal liability; this is about our being accountable for providing customers with safe food
”.
Michael McCain, CEO of Canadian food manufacturer Maple Leaf, 2008
Slide10Be visible
“When the chips are down and your company is about to make headlines for the wrong reasons, there is nothing more important for a CEO than being
present.”
Richard Branson,
2014
Slide11Be personal
“My apologies to TSB customers having problems with their cards. I’m working hard with my team now to try to fix the problems
.
PDP
.”
Paul Pester, CEO of TSB Bank, 2014
Slide12It’s not about you
“I
want my life
back.”
Tony Hayward, ex-BP CEO
Slide13Do the right thing, say the right thing
“I would like to express my sincerest regret and apology to everyone who suffered injury and distress today and to their
families.”
Nick Varney, chief executive of Merlin, June
2015
“I do think they’re doing everything they can for the
families.”
Victoria Balch, September 2015
Slide14Ten principles
Create a crisis resistant culture
Beware of denial
Be true to your values
Set the communication agenda
Take responsibility for decision making
Never hide behind your advisors
Be visible
Be personal
It’s not about you
Do the right thing; say the right thing
Slide15Contact details
Jonathan Hemus
Email:
jonathanhemus@insigniacomms.com
Phone:
44 (0)786 832 9102
Twitter:
@
jhemusinsignia
Web:
www.insigniacomms.com
Slide16Crisis management: the ultimate test of leadership
Jonathan Hemus, March 2016