Crisis Readiness and Response (Dallas) Are you prepared for a major corporate crisis?
No one can predict when a major crisis will occur. But knowing what to expect if it does will buy precious time. It may arise from various incidents, with potential serious damage of a physical, financial, or reputational nature. Investors and others may be looking to assign blame, and class actions may be looming, but verifiable facts may be limited. What does the company and the board do and say? Who do you consult before deciding what to say or how to say it? The complexities of doing business today make the odds of having to confront a crisis greater than ever.
What response approaches have boards used when companies faced a crisis and had to tackle issues such as controlling the organization, stabilizing stakeholders, reassuring employees, communicating with lenders, resolving the immediate primary threats, repairing the root causes of the crisis, and restoring the organization over time? What are the lessons learned?
What resources should the board consider that the company might need? Is an independent investigation necessary? What is the board’s role in identifying and securing resources?
What questions about crisis readiness should boards ask themselves and management? For example, should boards have a crisis response team and a crisis governance structure involving the board or its committee? Should boards build crisis capabilities into the board membership?
Our panel will discuss their experiences with boards that had to address these types of crisis issues.
Bryan Marsal:Co-CEO, Alvarez and Marsal; formerly CEO or Chief Restructuring Officer of Lehman Bros., HealthSouth and several other public companies
Merrie Spaeth: Founder and President, Spaeth Communications; author, speaker and counselor on sensitive communications issues and effective leadership
Richard Zwern: Worldwide Director Executive Development, WPP; Board of Directors, Hawaiian Airlines; advisor on crisis communications