The phones start ringing, customers are demanding answers you don't have yet, regulators are pushing you towards action you don't feel ready for (or justified), the media is calling and social media is starting to go viral.
A crisis can have a devastating impact of the reputation of your business and your brands that can last for a long time.
We keep seeing too many otherwise great FMCG companies have crises they don't need to have.Try it! Book a FREE coaching call!
We provide you with all the management guides and tools you need to lead your team through the elements of crisis prevention.
We help you build key leadership such as facilitation, problem solving, strategy communication and coordination.
We coach you through a simulation exercise so you can practice applying the tools and skills in a realistic environment.
Your online coaching program includes:
Live masterclasses and one-on-one or small group coaching sessions to guide you through the application of the tools and help you practice the skills you need.Try it! Book a FREE coaching call!
You will either play the role of incident coordinator for one of our fictitious companies OR for your own company (if you choose fully customised option). Either way, you will received live guidance on how you respond to a range of stakeholders in real time!
Or 4 payments of $597 per month for 4 months
or 6 payments of $997 per month for 6 months
2nd and 3rd person in Silver Program only $997 each
2nd person in Gold $1,997, 3rd person $997
More than 3? Ask us for a special deal!
"Great insights and practical tools that have helped George Weston Foods lift capability and be better prepared for incidents."
With a fully customised simulation, it will look like your social media sites (your Facebook, Twitter, Instagram pages depending on which one you use), your customers and consumers, specific regulators you will have to deal with. It will seem like a very real experience.
Simulations using our fictitious company are still really useful for applying the information and skills from the course but of course it won't be your brand and products that are at the centre of the crisis.
The processes we teach do seem quite intuitive and we do not claim to be teaching rocket science.
However, when the phones start ringing, customers, consumers and regulators start demanding answers you don't have yet, the media are calling and social media is starting to go viral, it doesn't seem as intuitive at all!
Even the most experienced teams can quickly become overwhelmed and that commonly leads to companies saying or doing things that they later regret.
What keeps you out of a crisis when things start escalating is a good process and people that know how to use it.
We see crises happen all the time - Johnson & Johnson, Heinz, Volkwagen, Takata, Australian strawberries, BP, United Airlines, Facebook - it's a long list. The CEO and senior executives of these companies are not stupid nor do they lack resources, yet they got into a preventable crisis.
There are not many companies that have a specialist "crisis manager" on staff. It traditionally falls to the corporate affairs or comms team, the quality or technical area or the risk people depending on the company.
Our experience however is that being able to facilitate a team through the process we teach has much more to do with professional skills than functional skills. In fact in some instances, a functional specialist may be too close the problem and be so focussed on the technical solution that they don't see the broader process.
I've seen great coordinators come out a wide variety of functional roles - quality, communications, HR, risk, customer service, marketing, finance, legal and others.
We also recommend you have at least one alternate coordinator to make sure that firstly there is always a trained coordinator available, but also if the nature of the incident means they are heavily involved from a functional perspective, there is someone else that can step in to the broader role.
A lot of senior executives put off crisis management thinking it will not happen to them. A study just released however shows that 80% of brands surveyed in the UK and US have had to deal with a crisis in the past 5 years.
They are becoming more prevalent primarily because social media means bad news travels faster and further than ever before.
Every company has incidents, even those with the best systems and processes. Whether they become a crisis depends on how the company responds.
The process we teach you can be applied to any kind of incident - extreme weather, major disruption, workplace accident, product problems, consumer complaints, allegations of impropriety, malicious threats, regulatory changes etc. It is a high level management process designed to keep you out of a crisis and is designed for the senior management team.
What supports this higher level program are the detailed operational plans you may need for emergency response, IT disaster recovery, business process recovery, product recall etc. These plans require functional specialists to go though often very detailed planning and implementation that is part of their functional roles.
We do get into more detail around managing product recalls because we work with food and consumer goods companies and recalls need to be managed really carefully to prevent a crisis. The overall process and the skills required however apply to any type of incident.
Many companies have crisis management plans but unfortunately they are not always helpful in a real crisis. They are often too long, don't include the right guidance and rarely contain an effective social media strategy. The people that need to implement the plan often haven't been trained and haven't practiced in a realistic simulation.
Part of this program will be devoted to reviewing your plan and making sure that it is actually going to be useful.
Our process works for any food or consumer goods company in any industry, in any country, for any type of incident. There will however be very specific things you need to do to meet any specific requirements such as regulator notifications or functional specialities, but we'll identify what you need as we go through the program. We have consultants in many countries of the world with experience in many different industries that we can call on for any specific advice.
If you work through the program, participate in the coaching calls and complete the short assessment tasks that help you apply this to your business, it will work. However, if you do all that and you genuinely believe that has not helped you to lead an effective incident management process, we'll give you your money back.
Note: please check our terms and conditions before signing up.
Large companies tend to have better known brands and so tend to attract more attention when things go wrong.
They also tend to have larger scale incidents and crises that cost more money. The impact on their brand and reputation can last a long time.
They also have resources to withstand a crisis. While it is expensive, they tend to survive.
Smaller companies may not have as much to lose in absolute terms but even a small scale crisis can threaten the company. It may not have the resources to survive. It may be very dependent on one or a few key contracts.
Smaller companies have to get it right just as much as larger companies do!