When an issue becomes a crisis for an organization, managers must respond in a cool, measured, rational manner. Here are some common crisis management errors to avoid.

1.The siege syndrome

«Believe me, nobody wants this thing over more than I do; I want my life back »

Tony Hayward, CEO, BP (2010)

2. Trivialization

This reflex is the most difficult to change: admitting there’s a crisis or problem makes it possible to quickly move to the next steps, i.e., intervention and recovery.

3. Too many communication managers

You need a single conductor, one who is not necessarily the big boss and, preferably, is not the spokesperson, as he is the one who will be trained to perform.

4. The use of confrontation, threats and lawsuits

They do nothing but feed into the crisis rather than demonstrate action.

5. Too many strategic objectives

When you want to put out a fire, you have to adopt a methodical approach and not attempt to settle every issue on Day One. You have to build on the success of interventions.

6. Hierarchical rigidity interfering with the spontaneous identification of talent.

Management must display understanding, flexibility and skill in the implementation of its crisis cell. It must foster open communication both within the organization and outside, and must always keep its eye squarely on the goal: a return to normal.

Sébastien Théberge

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