June 18, 2018
Managing Outcomes is published by Tony Jaques, Director of Issue Outcomes Pty Ltd, for people who work in issue and crisis management
|ANNIVERSARY ISSUE - Top issue and crisis stories
This week saw the 200th issue of Managing Outcomes since publication began in March 2010. To mark the occasion this Anniversary Issue, outside the usual two-weekly publishing schedule, revisits some of our most popular issue and crisis stories. Special thanks to my loyal readers.
Australian CEO study highlights crisis vulnerability
Research suggests Australian CEOs are not providing the leadership or priority needed for effective crisis preparedness or prevention.
No more 'abundance of caution’ . . . please
When organisations get into trouble, it's time for clear and open communication, not hiding behind silly phrases to somehow redefine the situation.
Is the CEO really the best crisis spokesperson?
What to say in a crisis and who should say it. These two questions can determine how an organization’s reputation is impacted when things go wrong.
Legal advice and when to ignore it
Top executives often feel handcuffed by legal advice. But sometimes there’s a big difference between the right legal advice and the right organisational response.
The most clicked sidebar hotlink in 200 issues
How the public have lost trust in journalists
In case you missed it
Why CEO reputation is critical in a crisis
Almost half a company’s reputation may be attributed to the reputation of the CEO. This can be a great asset in a crisis, but can also be a real liability.
Is reputation really like a bank account?
While positive actions help build reputational credit, withdrawals for bad behaviour are not dollar for dollar. Bad reputation accumulates penalty interest.
Crisis proofing: A new approach to protecting your company
Senior executives know that the best crisis management is to take steps to help prevent a crisis from happening on the first place. But how to do this?
Are crises really inevitable?
It’s common to hear people say it’s not a question of IF you will have a crisis, only a question of WHEN. But is that necessarily true . . . and is it helpful?
Why naming an issue can be half the battle
Using the right language should not be spin. Properly used it's a proven effective strategy in naming and framing controversial issues.
Are you ready for your 'natural' crises?
The industry-specific or company-specific crisis risks which are most likely and reasonably predictable should be clear priorities.
Thanks as always to my readers for their support and emails. The sad part of this 200th edition review is that the same issue and crisis mistakes keep happening, and so do the terrible apologies.
To access all newsletter back-issues go to www.managingoutcomes.wordpress.com. Enjoy.
A Parting Thought
Good writing is clear thinking made visible.