Command and Control: A Framework for Crisis Management
Presented by:
Sean Murphy, Lootok Raychel Oshea-Patino, PVH Corp.
September 22, 2013
Agenda
How can we assess the dynamic of a crisis management team? 10 minutes
How can we get buy-in for crisis management? 15 minutes
Who are we? 10 minutes
What happens in a crisis? 10 minutes
Questions? 10 minutes
How can we effectively manage a crisis? 75 minutes
What do we need to manage a crisis? 10 minutes
Who is Lootok?
Lootok is the Hopi word for “The Day After Tomorrow.”
We are change agents for
business continuity and crisis management.
We do business continuity .
Branding for BCM Programs
Cognitive Learning Techniques
Activity-Based Approach
differently
20% of what we hear 10% of
what we read
30% of what we see
50% of what we hear & see
70% of what we say or write
90% of what we do or interact with
Grow Awareness and Adoption Lootok Demand Model
Unaware
Draftee
Enlisted
Loyalist
Evangelist
• Lack of awareness • Lack of interest • Lack of time • Lack of perceived value • Lack of support
• Interest • Incentive • Desire for success • Consequence • Desire to belong
Agenda
How can we assess the dynamic of a crisis management team? 10 minutes
How can we get buy-in for crisis management? 15 minutes
Who are we? 10 minutes
What happens in a crisis? 10 minutes
Questions? 10 minutes
How can we effectively manage a crisis? 75 minutes
What do we need to manage a crisis? 10 minutes
Agenda
How can we assess the dynamic of a crisis management team? 10 minutes
How can we get buy-in for crisis management? 15 minutes
Who are we? 10 minutes
What happens in a crisis? 10 minutes
Questions? 10 minutes
How can we effectively manage a crisis?75 minutes
What do we need to manage a crisis? 10 minutes
Let’s draw a bug!
• The bug is round.
• It has 8 legs. Two are longer than the others.
• The bug has eyes and antenna.
• It has wings - each with a spot on it.
• Each foot has feelers.
Agenda
How can we assess the dynamic of a crisis management team? 10 minutes
How can we get buy-in for crisis management? 15 minutes
Who are we? 10 minutes
What happens in a crisis? 10 minutes
Questions? 10 minutes
How can we effectively manage a crisis? 75 minutes
What do we need to manage a crisis? 10 minutes
r
Understand the situation
Is it a crisis?
What do we need to
know?
What is our problem
statement?
Visualize your end-state
What are your goals?
Is there opportunity in
this crisis?
What happened and what are your goals?
Share the vision so teams can focus their efforts to achieve the desired outcome.
Command and Control
Imagine....�You work for a company called Tiny Cherubs that manufactures clothing. Earlier today, the media reported the son of a celebrity was found unconscious after swallowing the buttons of clothing manufactured by your company. His condition is critical.
Tiny Cherubs
Maintain situational awareness.
Due to recent media attention on the apparel manufacturing industry,
Congress has felt the need to respond and has asked the CEO of Tiny Cherubs
and a few other companies to testify.
Greenpeace’s “Toxic Threads” campaign
announces that one year ago, they had asked Tiny
Cherubs to participate in a corporate commitment to eliminate toxic chemicals
from its supply chain. Tiny Cherubs had
turned it down.
Upon inspection and testing, hazardous
chemicals at toxic levels were found in the buttons of Tiny Cherubs clothing.
Activists are protesting outside of Tiny Cherub stores, and employees
are afraid to come to work.
The celebrity appears on TV, crying and holding a piece of clothing with
the Tiny Cherubs logo on it.
Tiny Cherubs stock has dropped 20%.
Jim Cramer on "Mad Money" warns viewers
to sell.
Agenda
How can we assess the dynamic of a crisis management team? 10 minutes
How can we get buy-in for crisis management? 15 minutes
Who are we? 10 minutes
What happens in a crisis? 10 minutes
Questions? 10 minutes
How can we effectively manage a crisis? 75 minutes
What do we need to manage a crisis? 10 minutes
Interaction Style Survey
What’s your motto? 1
A. It’s worth the time to integrate and reconcile many inputs.
B. It’s worth the effort to think ahead to reach the goal.
C. It’s worth the risk to go ahead and act or decide.
D. It’s worth the energy to involve everyone and get them to ‘want’ to do it.
Interaction Style Survey
What best describes your energy – the way you move; your presence?
2
A. You are determined. Your focus is often on getting someplace quickly.
B. You are focused – calm, but purposeful. You find it easy to tune out distractions.
C. You are engaging. Your positive and upbeat energy makes it easy to draw others in.
D. You are open. Your laid back and relaxed aura allows you to sit back and take things in.
Interaction Style Survey
Which words fit you best? 3
A. Friendly, Reflective, Agreeable
B. Confident, Composed, Straightforward
C. Calm, Reserved, Prepared
D. Engaging, Expressive, Gregarious
Interaction Style Survey
How do you get things done? 4
A. You take action.
B. You involve others.
C. You make a plan.
D. You strive for harmony.
Interaction Style Survey
How do you typically respond to extreme and/or extended periods of stress?
5
A. When stressed, you tend to become demanding.
B. When stressed, you tend to start feeling overwhelmed.
C. When stressed, you tend to withdraw or shutdown.
D. When stressed, you tend to avoid conflict.
Interaction Style Survey Results
A. B. C. D. 1
2 A. B. C. D.
3 A. B. C. D.
4 A. B. C. D.
5 A. B. C. D.
Know the dynamics of your team.
Directors Motivators
Planners Synthesizers
It’s worth the risk to go ahead and act or decide.
It’s worth the effort to think ahead to reach the goal.
It’s worth the energy to involve everyone and get them to want
to do it and believe in it.
It’s worth the time to integrate and reconcile
many outputs.
Understand the causes of stress.
Directors • Feeling out of control • Nothing is being accomplished
Motivators
Planners Synthesizers • Not knowing what is likely to
happen • Not seeing progress
• Not being part of what’s going on • Feeling disliked or unaccepted
• Not enough input or credit • Pressed to decide too quickly
Understand the causes of stress
Directors Motivators
Planners Synthesizers
as well as the behaviors under stress.
• Become more demanding • Resentfully “checks out” • Has outbursts of anger or
blame
• Feel overwhelmed • Act overly expressive • Use selective avoidance
• Withdraw • Shutdown • Inconsistent involvement
• Become quiet and agreeable • Avoid conflict • Take a rigid stance
(“my way or the highway”)
Agenda
How can we assess the dynamic of a crisis management team? 10 minutes
How can we get buy-in for crisis management? 15 minutes
Who are we? 10 minutes
What happens in a crisis? 10 minutes
Questions? 10 minutes
How can we effectively manage a crisis? 75 minutes
What do we need to manage a crisis? 10 minutes
Create a culture for escalating issues.
”…We have been made aware that the Occupy Wall Street movement has
plans to stage a non-violent demonstration in the vicinity of our show. Please
note that we have taken extra security efforts to ensure the safety of our
guests and that the entrance process into our venue is as seamless as usual.
In light of this, all guests will be required to show email verification of a seat
assignment and a form of photo identification. Please bring both with you
this afternoon.”