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Jim’s Wisdom #23 May 6, 2021 Seven Ways to Bungle Your Crisis Response (and your career if you’re in charge when it happens) * * * For more than
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Jim’s Wisdom #23
May 6, 2021
Seven Ways to Bungle Your Crisis Response
(and your career if you’re in charge when it happens) |
For more than 40 years I have been teaching and pleading about ways to handle crises effectively. Given that the number of crises has remained the same during that time frame, I’m going to take a different approach.
But first, let me share my philosophy about crisis management and mismanagement. |
The major lesson of more than 40 years of helping smart people and people who should know better reduce or eliminate their bungling is simply this:
▪ All questionable, inappropriate, unethical, unconscionable, immoral, predatory, improper, victim-producing, and criminal behaviors are intentional.
▪ All ethical, moral, compassionate, decent, civil, and lawful behaviors are also intentional.
▪ The choice is always available, always clear, and always up to those in charge.
▪ Unconscionable intentions, behaviors, actions, decisions, those that vilify, damage, demean, dismiss, diminish, humiliate, express anger and irritation, demand or bully, are mean, negative, insulting, disrespectful, disparaging, tone deaf, without empathy, that intentionally injure, accuse, overbear, are punitive, harmfully restrictive, and exceed the boundaries of decency, civility, and integrity, all are unethical because the intention is to harm the target of the behaviors.
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The Seven Intentional Bungles
1. Remaining Silent: It feels good to stick it to the media, it’s okay to look like a perpetrator, and smart people will admire this approach. Even though there will be criticism, I’ll take that risk. The risk is taken because the odds are only 50/50 that the situation will even be seen as a crisis.
2. Stalling: Look, doing nothing is equal in potential outcomes to doing something. Even though there will be difficulty in explaining why it took so long to talk, to explain, to respond, to care for victims, you’re tired of having people you don’t know (particularly the media) fail to commiserate with your problems about which they know absolutely nothing.
3. Denial, Denial, Denial: Taking action is too often a demonstration of weakness and lack of confidence. You can’t let a bunch of questionable victims, people you don’t believe, and money grabbers dictate your response activities and those of your organization.
4. Ignore the Complainers: Reporters and activists are bellyachers and make things up. People fail to take into consideration all the things we contribute to the economy--jobs and opportunity. The victims just want money and attention, which they haven’t earned and do not deserve. We are real Victims, too. Why don’t the media and our critics see that?
5. Testosterosis: “My attorney is right to suggest that we need to punch back rather than cop out.” Refusing to give in to specious demands, especially to people who simply have uninformed views, is a legitimate management response. Landing the first punch will keep them off-balance and make them go away faster.
6. Being Decisive: If we appear to take responsibility, bad things are going to happen to us. We will look like weaklings to our industry, colleagues, and cohort. We don’t want to be the one to set a precedent that burdens the industry or triggers copycat behaviors.
7. There Are Worse Perpetrators: The real culprits must be defined as people who can and should take the blame for what’s happening. It can’t be us. No one is going to be allowed to stick this on me, or on my company. Who is looking for them?
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There are many more eligible bungles; but do even one or two of these listed above, and your crisis status will only accelerate and become more complex.
One thing you should know for sure: if this is your approach, “management by bungling,” expect irreparable, permanent damage to your reputation, at least while you’re still in charge. The more of these behaviors that you emulate or persist in replicating, the lower the chances for your survival. However, it’s very likely you’ll receive a significant bonus for your departure, your inconvenience, and your silence. The people you don’t respect will be left behind to suffer, to wallow through the aftermath, while you take a great vacation, start working your network, receive a great reception from your alma mater/business school, be quoted by business magazines and media commentators, and find another organization that welcomes you aboard with a big signing bonus. |
Successfully Injecting Decency into Business Culture and Life
Joe Murphy, CCEP, Senior Advisor, Compliance Strategists:
“Why read this book about decency? While there are many big social issues in the world, every day we deal with others and have a chance to practice decency. Will this change the corporate world? It could help. But it can change you and help the people you deal with. And maybe, if we take this seriously, it can make a deep difference.”
Marshall Goldsmith, #1 Leadership Thinker, Executive Coach, NYT Bestselling Author, California:
“The Decency Code” is an important book with a vital and timely message to leaders at all levels. Reading this book is an investment in building productive and engaged workplaces.”
Ranjit de Sousa, President, Lee Hecht Harrison, Zurich, Switzerland:
“In The Decency Code, you will find a fully developed and actionable model for building a decent workplace culture. Anyone invested in building a corporate culture that inspires a sense of purpose, empowers human beings to do their best in any business climate, and inoculates their organizations from ethical failure will be well rewarded by applying the many lessons of this book. In their encouragement, humor, and compassion, Jim and Steve are committed to your success.”
Sandy Dean, Chairman, Mendocino and Humboldt Redwood Company, LLC, Mendocino, California:
“For more than 20 years, Jim Lukaszewski has been my single most trusted advisor and mentor for all matters of ethical corporate conduct and relentlessly positive communication. Jim and Steve share their secrets of wisdom in this outstanding manual of how to build the most decent of companies in today’s challenging environment.”
Helio Fred Garcia, President, Logos Consulting, New York City:
“The Decency Code is a much-needed antidote to the prevailing incivility we see in both the workplace and the nation. Harrison and Lukaszewski plot a practical approach to regain civility, integrity, and empathy in our relations with others. This is a must-read for leaders, investors, employees, and engaged citizens generally.”
Harvey Mackay, author of the New York Times #1 bestseller Swim With The Sharks Without Being Eaten Alive:
“If ever there was a time to zero in on decency and integrity in business, Jim Lukaszewskiand Steve Harrison have chosen the prime moment. “The Decency Code: The Leader’s Path to Building Integrity and Trust” is a goldmine of advice and methods for everyone from the C-Suite to managers – and everyone who reports to them – to establish the kind of company people want to work for and customers want to patronize. Don’t just add this book to your “to-read” stack; memorize their wisdom and put it into practice today!” |
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