Category Archives: Better Managers Series

Better Managers 6-Part Series:
Part 1: Priority/Time Management
Part 2: Task/Compliance Management
Part 3: Team/Communication Management
Part 4: Key Metric Variance/Corrective Action
Part 5: Crisis Management
Part 6: Training Reinforcement

The Delicious Side of Customer Satisfaction

This is a story about M&M’s and customer satisfaction (eventually).

On a dare, someone asked me to name three prominent books on Customer Satisfaction off the top of my head.

Here is my list:

  1. Positively Outrageous Service: How to Delight and Astound Your Customers and Win Them for Life
  2. Becoming a Category of One: How Extraordinary Companies Transcend Commodity and Defy Comparison
  3. Customer Satisfaction is Worthless, Customer Loyalty is Priceless: How to Make Them Love You, Keep You Coming Back, and Tell Everyone They Know

Yes, I know.  I didn’t list “The Ultimate Question 2.0: How Net Promoter Companies Thrive in a Customer-Driven World”. I think you would agree mentioning that book is just too predictable. And who wants to be predictable? After all, everyone knows that the most important question for your company’s future is, “Would you recommend us to a friend?” By simply asking your customers this powerful question you identify detractors who tarnish your reputation, and promoters who strengthen your company with positive word of mouth. This is especially valuable in the day and age of social media and millennials who can both single-handedly fuel or dry up your business.

But knowing who your promoters and detractors are is only half the battle. The other half requires a closed-loop feedback process where you contact your customers to determine their loyalty ratings, determine the next best actions to raise satisfaction and then develop appropriate responses. The result would be energized employees and delighted customers every time.

For me, it is less about the “question” than the focus on your employees being excited to serve the customer. Is it likely? I don’t know. Is it possible? You bet. Let’s find out more.

In “The Service Profit Chain,” authors Heskett, Sasser and Schlesinger spent five years researching the question – why do some firms do what they do well – year in and year out. They discovered links between company profit and growth and key relationships. One of those relationships is employee satisfaction/customer satisfaction. And they discovered that the relationship is mutually reinforcing: satisfied customers contribute to employee satisfaction, and vice-versa. But we are ahead of ourselves.

After reviewing hundreds of companies, the authors concluded that companies must manage the customer-employee “satisfaction mirror” and the customer value equation to achieve a “customer’s eye view’ of goods and services. In its simplest terms, satisfaction is mirrored in the faces of customers and the people who serve them, whether the encounter takes place face-to-face or not. This magical interaction occurs with a great deal of preparation and thought. To achieve this “satisfaction mirror” a company must produce the “employee job description, management policies, supporting technologies and rewards and recognition of the customer.”

For an organization to have satisfied employees, the authors recommend The Cycle of Capability:

  • Careful Employee Selection (and self-selection)
  • High-Quality Training
  • Well-Designed Support Systems (Information & Facilities)
  • Greater Latitude to Meet Customer Needs
  • Clear Limit on , and Expectations of, Employees
  • Appropriate Rewards and Frequent Recognition
  • Satisfied Employees
  • Employee Referrals of Potential Candidates

Outrageous stories about good service leading to customer satisfaction and fanatic loyalty abound.  A favorite of mine is Nordstrom’s, # 88 in Fortunes’ Best Companies to Work For in 2013.  Yes, I am a customer who, with a Tory Burch skirt in hand, needed the rest of the ensemble.  And with a simple question of “what department would you suggest I go to to find a top” I was accompanied for the next 30 minutes by an employee who walked me through every department, picked several tops and waited to weigh in on my choices as I tried them on. Wow! And Nordstrom is doing well financially.

Mars was #95 in favorite places to work this year. Let’s talk M&M’s. 192 million M&M’s in 25 colors are made every 8 hours.  2% are rejected for quality. Mars revenues have doubled in recent years – the customers are clearly happy. And the 1,230 Martians (yes that is what they are called) “adore coming to work”. That’s because the company believes in the “Five Principles of Mars” – quality, responsibility, mutuality, efficiency and freedom. Fortune reported that some unnamed employees are known to eat 1 ½ pounds of free M&M’s a day.

Now that is a cool “satisfaction mirror”!

By, Debra Koenig, President of B2A Consulting | 30 years of experience as a  business executive with leadership and consulting skills in Fortune 500 and private equity portfolio companies.

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The Better Managers Blog Surpassed 35,000 Views!

35K-viewsOur readers are the reason we work so hard to research and share blogs each week on the topics that matter to you. Thank you for your support and please continue reading! And as always we welcome all suggestions on topics and challenges that you face as managers. ~Your Better Managers Team

Part 1: Priority/Time Management

Better Managers Use Priority Management to Get Ahead

For managers across the board, understanding what makes an effective manager vs. a non-effective manager is the key to unlocking greater success. The bottom line is that managers do things differently. And this is where operations that need consistency across daily front line actions suffer. The more effective a manager is as at organizing their daily tasks, the more profitable and productive their location(s) will be. With that in mind, here are some important tips on how to get to that universal level of organization and consistency across all your daily actions. Priority management is the sweet spot to get you there.

A manager’s day is made up of three primary sections: key performance indicators or KPIs, standard or compliance tasks and interrupters or unforeseen events. The more successful managers are able to structure their days within these sections to obtain better results.

For most of you, the term ‘time management’ may ring some bells. Pulling almost 230 million hits per search in Google, you could spend days, even weeks, trying to find worthwhile time management information. But that just adds up to wasted time, and that is the opposite of what you are trying to do. Managing your time alone is meaningless unless it is for a targeted purpose. Better managers not only get this, they leverage it through the use of systematic priority management techniques that they build into their day.

Priority Management is defined as organizing daily tasks by the higher quality activities that align with the primary business objectives. These tasks are then set into an orchestrated, timely course to reach specific goals.

3 Critical Priority Management Actions Include

  1. Time allocation of the importance of tasks. Literally stop and take a minute to align your daily schedule with the best overall goals for the organization.
  2. Chart a course for your day. Identify the end goal and put it in your sights. Keep it there by aligning daily actions to it. (Targeted Focus + Action Alignment = Results)
  3. Assign the resources you need to succeed. Delegate and empower those around you to help achieve your goals. Define your expectations clearly and monitor them.

3 Pitfalls to Watch Out For

  • Too much on your plate sets you up for failure—things are bound to fall off.
  • Reactive activities keep you spinning in circles—prescribed plans get you where you want to be.
  • Ignore the clutter of unimportant tasks. Too often, managers fall victim to information overload, or the barrage of useless or unimportant information they get sucked into sifting through each day. Do not fall into this trap. Do not multitask. It is a detractor to your ultimate success.

As a manager, it is your role to drive your destiny through purposeful actions. “Destiny is not a matter of chance; it is a matter of choice. It is not a thing to be waited for; it is a thing to be achieved.” – Jeremy Kitson

So for the sake of good priority management, utilize these tips and a daily planning tool to help you achieve the streamlined organization every manager needs to excel. You will enjoy your days more and feel more accomplished when you look back to reflect on your achievements.

Listen to our FREE webinar on Priority Management here.

Part 2: Task and Compliance Management

Free webinar: http://bettermanagers.com/bms2

Helping Your Business Achieve “Flow”

Today our jobs, as managers, are more demanding than ever. Balancing what needs to get done on a daily basis can seem virtually impossible. We must pay attention to what works and amplify it. Success comes when we are able to maintain those actions consistently over and over again for a period of time. When things get missed the implications seem magnified. That is why Task and Compliance management is imperative. The better you manage tasks and comply with core standards, the more productive you and your team will be.

Imagine this situation in your place of business. A guest opens the door to your restroom that looks as though it hasn’t been touched in months. What sort of impression does that residue leave? What on earth could’ve happened to have its basic upkeep overlooked? Many of us have unfortunately seen or experienced it, and we don’t want to be known as that establishment.

What Is Task and Compliance Management?

Both of these items tend to run hand-in-hand. Task management is the process of managing a task (a piece of work assigned or done as part of one’s duties) through its life cycle; including planning, testing, tracking and reporting. Compliance means conforming to stated requirements. At an organizational level, Compliance Management ensures that the actions of a set of people comply with a set of rules (defined for example within laws, regulations, contracts, strategies and policies) and set of company standards (values, mission statement, vision statement, goals). Task and compliance management work together in organizations to excel in their workflow.

Let’s first explore task management, which allows you to achieve goals, collaborate and share the knowledge and responsibility with co-workers. Effective task management encompasses managing all aspects of a task, including its status, priority, time, human and financial resources assignments, recurrences, notifications, and so on. These can be lumped together broadly into the basic activities of task management. Task management, together with priority and time management, help us achieve the goals we set. We believe that task management is equally powerful because a task is a fundamental unit of anything we do. If we do something wrong at the task level, it will affect the entire project or business plan. We’ve gathered task management best practices, starting from creating a task through its completion to provide you with practical and useful techniques for managers to work more efficiently and create the elusive flow.

1. Setting tasks
Break the task down until it is manageable in your environment. If the task you set is too big, you or the person you delegate this task to may procrastinate.
Don’t keep the details of the task only in your mind. Almost all tasks may contain some additional information, which you won’t be able to remember in its entirety. There are a lot of details one needs to account for in order to perform a task properly. The more you need to remember, the more likely you will forget something important. If you build a checklist, it will be easier for you to avoid distractions and concentrate your efforts.
2. Planning tasks
No priorities, no effectiveness. Prioritize, or lose time. Prioritizing, as any other task management tool, is well-known but rarely used. There is often a temptation to do the tasks we like to do or want to do first; yet, we should do the most important mixed with the most urgent tasks first. If you don’t prioritize your tasks, you will never achieve your goal and you will keep on spinning in circles, which will get you nowhere. To learn more about how priority/time management can benefit you, view our Priority/Time Management Webinar.
3. Scheduling tasks
Most recommendations say to do the most challenging tasks at your peak energy time. Different types of tasks require different types of attention and should be scheduled for specific times in your day when you are most aligned to accomplish these sorts of tasks.
Interruptions are a normal part of work life. We all know our productivity would be higher if there were no interruptions, but we also all know that’s just not realistic. The best way to go about these interruptions is to balance your time for your own tasks and time for “consulting” by establishing regular interruption hours. This will discipline your team to prepare the questions or describe the problem more precisely and ideally come to you with appropriate solutions.
4. Delegating tasks
Make sure your team members know and understand the goals. When employees don’t know why they are doing certain tasks, the tasks can be done in a way that you didn’t want, not done on time, or not completed altogether. When assigning tasks, make sure they are assigned to the right person who has time and the ability to complete them.
5. Doing tasks
Focus on what you are doing in that moment. Simple advice, yet very difficult to follow as our attention is distracted not only by other people, but by our own off-topic thoughts. If you get stuck, it’s best to take a break or move to another task, then refocus back as you may have gained more energy as well as a new perspective.
Create a “cheat sheet” for common tasks. We tend to look for the same information over and over again, which takes time to find the source and look through it each time we need something. By creating a cheat sheet, we can gather this information in one place and keep it on hand; freeing up our time and memory from looking for these items.
6. Tracking tasks
Track tasks by project or group. Tasks within one project or group often need to be done in a certain order, following one another or depending on one another for completion. If you sort these tasks by number, you will be able to see if the order in which the tasks were supposed to be done was followed or if some of the tasks were missed.
Track ‘completed’ tasks to ensure they were completed in full, not in part. You don’t want them suddenly sneaking up on you later.
7. Reporting tasks
Many employees consider reports to be a constant evil which eat up time and don’t provide any results that could be used to do their job. Creating a report that is easy to use, changing a task status, increasing the percentage of completion, etc., will make reporting less painful. Remember, data and reports alone are meaningless unless they are evaluated and actions are put in place to deliver maximum results. Share information, celebrate good work, and discuss trends that you find.

When we include compliance management into the steps above, we create accountability, transparency, and a high regard for company or managerial goals and missions, and most importantly, laws, regulations, and ethical conduct. We must make sure all data that is fed to compliance officials is accurate, complete, consistent, and appropriate. By publishing a set of policies and procedures, which comply with the rules your company must follow, employees are able to see what must be accomplished and ensures that they are following them to a “T.”

Effective compliance management will help your team understand the vision of how the location needs to be presented. It will protect and enhance your brand and reputation by helping you avoid the adverse affects of non-compliance issues such as litigation, fines, prosecution, and bad PR. The risks, costs, liability, and damage to brand reputation associated with non-compliance can be immense.

Company standards help to assist employees in decision-making, particularly where they may have doubt as to company policy, expectations or meeting regulatory requirements. These sort of polices and programs help to promote commitment to integrity set forth in your company’s values and code of conduct and to ensure compliance with laws, rules, and regulations.

Managers need to be support implementation of ethics and business conduct programs, and monitor compliance with the company’s values and ethical business conduct guidelines through such programs. Managers also need to create open and honest environment in which employees feel comfortable bringing issues forward.

By following company standards you are able to conduct business with the highest level of integrity, meet legislated requirements and protect your company’s reputation in a rapidly changing global environment. To ensure your tasks are in compliance with government regulations and your own company standards, implement these compliance management best practices into your everyday demands.

Create checklists and protocols
Schedule and conduct regular audits and assessments
Suggest recommendations when non-conformance is found and look for the root cause of the conformance issue
Give specific feedback on how the standard is being missed
Track and report all issues to improve compliance and implement best practices via checklists and protocols

Once you have created a process for setting up and following tasks to be in compliance, make sure you continue to obtain input from employees and look for ways that you can make the process flow even better. Whether you’re working on a simple project or collaborating with a team on a thousand-task project, you have to manage your productivity to be successful and drive performance. By using these task and compliance management best practices you will be able to create a work flow that not only saves you time, but also increases the productivity of your business. It’s a win-win for you and your entire staff.

Part 3: Team/Communication Management

Lack of open, honest communication is at the root of 80 percent of problems at work. Nearly 75 percent of employees who leave their jobs do so because of communication issues with their boss.” — Employment Times

Stop Talking At Your Team and

Start Communicating With Them

Good communication is a core fundamental of great managers. People with excellent communication skills will always excel above peers with lesser communication prowess. The price you pay when what you say is not being heard goes beyond losing profits—it’s just plain painful for you and your employees.

You may recall a fleeting memory in your youth playing the game “Telephone” or “Grapevine” to learn the essentials of communication. A group of kids would sit in a circle whispering a message from one person to the next only to succumb to laughter at the end when what was said by the last person in line was nothing close to the original. Well, in business this is a real issue, but it’s just not funny anymore.

Bad communication within a team has obvious side effects that include:

  • Killing Morale

If you don’t understand the task is it can be a main point of on-the-job frustration.

  • Promoting and Creating Mistakes

When communication is poor it is harder to perform tasks effectively.

  • Dampening Productivity & Job Satisfaction

Employees cannot accomplish the task to expectation when the above two issues exist.

For workplace communication to happen effectively, manager’s messages work best when following these criteria:

Keep Communication…

  •  Simple
  • Visual
  • Action-Oriented
  • Quick and Easy to Remember

TIP: Become your organization’s communication guru with more information in this article, A Blissful Engagement: Tricks for Uniting Employees and Managers found here: http://bettermanagers.com/article-unitingemployeesandmanagers.

Simple, direct language keeps people tuned into what’s important. However, simple communication doesn’t come from a simple mind. It comes from tough-minded clarity of thought and carries the expectation of thorough execution. The best managers take responsibility for getting through to all employees. So just remember, keep it simple!

Stick to the cornerstones of good team communication: Delegation, Motivation, Learning and Understanding. Successful delegation starts by matching the right people with the correct tasks and then motivating them to follow through with incentives that match the priority and level of difficulty of the assignment. In this way you can ensure your team will be able to productively perform the tasks assigned, making your job easier and more efficient too!

For more helpful insights and tools read the white paper or view the webcast on Team and Communication Management found here: http://bettermanagers.com/resources. Because great teams cannot exist without strong communication!

  • Get people on the same page
  • Have specific acts carried out
  • Create synergy
  • Achieve organizational goals

Part 4: Key Metric Variance/Corrective Action

What Gets Measured, Gets Managed

For managers, the main question is “How do I measure up?” But what most managers forget is that to be successful you must first define what success looks like to you. Easier said than done for most, but at the end of the day it is about the outcome you want.

Once you have that covered and you have the plan in place focused on that outcome what you should be asking, sooner than later, is “Is it working?” Because if not, where you may end up is an absolute unknown—meaning you are no longer managing to your desired outcome; and this is not where any location manager wants to be. This is exactly why having key metrics in place to measure your progress is imperative.

Metrics give you insight into your business performance. They are markers that gauge how effectively you are running against the plan. By properly using metrics, managers can better understand the progress that has been made, if any, in reaching set goals. And they can use this information to drive harder, course correct, or revisit the plan in its entirety.

Figure 1: Metrics give you something to aim for and keep your goals in line.

Whether you decide to use key performance indicators (KPIs) or other forms such as performance metrics, business indicators, or performance ratios, it is up to you to choose the correct measurement method. These metrics should be derived from the areas of your operation that are important to measure, such as sales year over year, compliance, labor costs, guest satisfaction, ______________ (fill in yours). This transparency gives you the ability to see your business from different perspectives which provides vantage points you otherwise may overlook and your competitors are definitely missing. In a nutshell, these vantage points become part of your competitive edge. And external standards and benchmarks need to be used wherever possible so there is a comparative nature to your metrics within your respective competitive field.

Key performance metrics provide…

  • Performance targets to keep the entire team focused
  • A well communicated call-to-action for all team members to rally around
  • Early problem detection before they become detrimental
  • Indicators around the health of the business
  • Consistent analysis to view variances and apply timely, corrective actions
  • Quantifiable demonstrations of success or failure to learn from
  • Continuous reinforcement to push for higher performance levels

Caution: DO NOT develop metrics that are unrealistic or unachievable. But do engage others in determining and examining your metrics to gain the benefits of a checks and balances system.

*Make sure any goals that form the basis of your metrics are SMART (Specific, Measurable, Attainable, Realistic, Timely)

Ensuring your course corrections actually fix the problem is the final core ingredient to the Key Metric Variance/Corrective Action management fundamental.

  1. First, retool the plan to get back on the right path
  2. Second, reschedule the right resources to get it done
  3. Third, make sure it fits your timeline
  4. Finally, continue the discipline of managing your key metrics and corrective actions as needed.

What we have described here is absolutely critical. It is a tool that managers can rely on as part of their overall strategy. By making it part of the everyday structure in how you manage, you will find yourself making great strides for your business.

Part 5: Crisis Management

Survive the Surprise: The Keys to Great Crisis Management & Communication

Some issues hit without warning, thus constituting a crisis. They interrupt the flow of the day demanding immediate, unadulterated attention. Common crises are workplace injuries, employee or customer complaints, natural or technological disasters, organizational misdeeds, negative rumors or workplace violence. While we hope, as managers, we are never confronted with one of these issues; the reality is we will be at some point.

Crisis management1 is defined as the process by which an organization deals with a major event that threatens to harm the organization, its stakeholders, or the general public. In contrast to risk management, which involves assessing potential threats and finding the best ways to avoid those threats, crisis management involves dealing with threats before, during and after they occur. That is, crisis management is proactive, not merely reactive. It is a discipline within the broader context of management which requires special skills and techniques to identify, assess, understand and cope with a serious situation.

Preparing ourselves for a potential crisis instead of burying our heads in the sand is why we are managers; because we manage to keep our heads on through even the toughest moments. The difference between a good manager and a better one is how prepared they are to deal with a crisis effectively. When we think through the steps and strategies to successfully navigate a crisis we can lead the employees, customers and our locations through it with a positive brand image intact.

Even for the best manager, an unexpected crisis without a plan in place to deal with it is the worst case scenario. As your team’s manager and leader, you are the voice of reason that employees and customers will rely on most during a time of upheaval. Your willingness and vigilance to plan ahead for a variety of possible threats will help you process and think through a problem more clearly when the time comes. And you will be able to provide the strength and support your team is depending on; which would be your critical role should a major event occur on your watch. Remember, practice makes perfect. At least once a year, you should sit down with your team to re-evaluate your crisis action plan and crisis communication strategies. This on-going reminder and re-training is critical when you need to put that knowledge into action.

An instrumental crisis management public relations professional once said, “Crisis management is the art of making decisions to head off or mitigate the effects of such an event, often while the event itself is unfolding. This often means making decisions about your institution’s future while you are under stress and while you lack key pieces of information.”

TIP: Get a more in-depth look at crisis management in action in this blog, “Crisis Management Hits Close to Home” http://blog.bettermanagers.com/2012/08/01/crisis-management-colorado/.

P-I-C Your Plan2

To effectively navigate a crisis, it’s important to follow P.I.C. which stands for: Planning, Incident Response and Crisis Management.

Planning

Planning relates to getting your organization in the best position to react to, and recover from, an emergency.

Incident Response

Incident responses are the processes that you have put into place to ensure that your institution reacts properly and in an orderly manner to an incident as it occurs.

Examples of Incident Response Include:

  • Denial of entry to suspicious persons
  • Calling for medical help when someone is injured
  • Evacuation after a called-in bomb threat
  • Administering of medication for a sick person

Crisis Management

Crisis Management is the oversight and coordination of your organization’s responses to an incident that threatens to harm or has harmed the organization in some way. It takes into account your planning and automatic incident response, but must also dynamically deal with situations as they unfold, often in unpredictable ways.

Business Crisis Management3

There are two distinct categories of crisis in business that need to be recognized. In one, we lump all those events over which we have no control, such as product tampering by outside forces or natural disasters. Even in these situations, there are always some actions we can take like tamper-proof packaging, liability insurance and proper protocols. But generally these events can blindside us.

The second category contains all those events that might have been avoided had we chosen to take the actions necessary to protect ourselves and the public. Some are obvious, while others are not. For example, in retrospect we can look at the BP oil spill and see things that could have been handled better. However, often how to handle events is not so obvious and when management believes it is doing the right thing, but is in fact fueling a potential crisis, we have the makings of a catastrophe.

Build Your Detailed Action Plan

One of the most important things you can do to prepare for a crisis is to build and distribute your location or company’s crisis action plan. This should be detailed enough to cover most contingencies but not so detailed that your employees will feel too overwhelmed to perform it or even read it. Keep it simple and easy to follow. Distribution of your action plan should also be accompanied by a meeting with staff explaining the steps and answering any questions. Once everyone understands the businesses’ action plan for some of the potential threats, it will be much easier for everyone to react appropriately when a crisis arises.

Your Action Plan Should Include:

  • The company policy for dealing with injuries, when to call 911 and whom to report an incident to
  • Evacuation procedures for various natural threats
  • Important phone numbers, pager numbers and outside resources the company designates as trusted resources
  • A checklist that outlines how to assess a crisis, communicate to the correct parties, establish a plan of action and disseminate information to the public (if needed)
  • List of key individuals and their assigned responsibilities in different kinds of crises
  • Protocol for answering questions from press immediately after an incident including standard responses for before any real information has been verified

The 5 Most Critical Crisis Response Tenets4

Your Crisis Response Must Be:

Prompt. When a sudden crisis threatens to harm people or property, seriously interrupt business, damage reputation, and/or negatively impact share value, your response must be concise and immediate. A crisis abhors an information vacuum. If you don’t communicate, rumor and innuendo will fill the void.

Compassionate. Consider the reality that addressing feelings is often more important initially than addressing facts. Yes, you want to get the facts out, but your response should not be totally fact-based. In crises, especially where people have been or could be harmed, your actions and messages must reflect that you actually care. If they don’t, you run the risk of being cast into the league of those who don’t take accountability or don’t understand the wider repercussions. People are more apt to forgive your mistake, if you show you care and are going to do all you can to make it right.

Honest. Don’t lie by commission, omission, understatement or exaggeration. Be honest in your crisis response. If you’re not, it may not only come back to bite you down the road, it could do so much sooner than you think, creating a whole other crisis that could have been avoided.

Informative. Obviously you don’t want to reveal anything that compromises your legal position. But in your crisis response you must be as informative as you can. In a crisis where people’s lives, safety or security (of any kind) are under threat, they don’t want to see you stonewalling. They are scared or concerned. They want answers. They want to know how this crisis affects them in detail. If you don’t tell them, somebody else will, and often they’ll get it completely wrong. So, to the degree you can without jeopardizing your legal position, be forthright with information.

Interactive. This means allowing two-way communication with all important audiences, using methods most appropriate to each. An organization’s crisis doesn’t only happen to the organization; it also happens to its stakeholders—that means everyone the business touches. An organization in a crisis that shows willingness to listen to its stakeholders takes a major step forward in winning their cooperation and loyalty.

In conclusion, a crisis is not just the obvious hurricane or food poisoning incident. Businesses that fail to respond rapidly and actionably can and do create their own crises. By evaluating your philosophy, strategy and honesty, you can put in a great foundation to weather any storm. Action must be taken to minimize your vulnerabilities, but at the same time, take into account the best interests of the public if you value brand longevity.

Sources

  1. Wikipedia: Crisis management <http://en.wikipedia.org/wiki/Crisis_management>
  2. Security Strategies for Today’s Dangerous World–Addendum: Crisis Management < http://www.adl.org/security/crisis%20management.pdf>
  3. All About Crisis Management, < http://managementhelp.org/crisismanagement/index.htm>
  4. Bernstein Crisis Management, Inc., < http://www.bernsteincrisismanagement.com/