<?xml version="1.0" encoding="UTF-8" ?><!-- generator=Zoho Sites --><rss version="2.0" xmlns:atom="http://www.w3.org/2005/Atom" xmlns:content="http://purl.org/rss/1.0/modules/content/"><channel><atom:link href="https://www.jacquideon.com/blog/crisis-management/feed" rel="self" type="application/rss+xml"/><title>Jacqui d'Eon - Blog , Crisis Management</title><description>Jacqui d'Eon - Blog , Crisis Management</description><link>https://www.jacquideon.com/blog/crisis-management</link><lastBuildDate>Sat, 09 May 2026 12:11:16 -0700</lastBuildDate><generator>http://zoho.com/sites/</generator><item><title><![CDATA[Playbook or Framework?]]></title><link>https://www.jacquideon.com/blog/post/playbook-or-framework</link><description><![CDATA[<img align="left" hspace="5" src="https://www.jacquideon.com/images/playbookvframework.jpg"/>In today's fast-paced business environment, crisis management requires flexibility rather than rigid playbooks. While detailed crisis playbooks have been the standard approach, many organizations are now shifting toward crisis frameworks.]]></description><content:encoded><![CDATA[<div class="zpcontent-container blogpost-container "><div data-element-id="elm_H-exf79ASrSdtk9LoE53VQ" data-element-type="section" class="zpsection "><style type="text/css"></style><div class="zpcontainer-fluid zpcontainer"><div data-element-id="elm_n20y3f2JRfmftm0FUqCN7g" data-element-type="row" class="zprow zprow-container zpalign-items- zpjustify-content- " data-equal-column=""><style type="text/css"></style><div data-element-id="elm_RM8YVBuAQMuX-89Ynhx1yw" data-element-type="column" class="zpelem-col zpcol-12 zpcol-md-12 zpcol-sm-12 zpalign-self- "><style type="text/css"></style><div data-element-id="elm_jHm9SMIBEhWD0LEuTRsDnA" data-element-type="image" class="zpelement zpelem-image "><style> @media (min-width: 992px) { [data-element-id="elm_jHm9SMIBEhWD0LEuTRsDnA"] .zpimage-container figure img { width: 1110px ; height: 634.09px ; } } </style><div data-caption-color="" data-size-tablet="" data-size-mobile="" data-align="center" data-tablet-image-separate="false" data-mobile-image-separate="false" class="zpimage-container zpimage-align-center zpimage-tablet-align-center zpimage-mobile-align-center zpimage-size-fit zpimage-tablet-fallback-fit zpimage-mobile-fallback-fit hb-lightbox " data-lightbox-options="
                type:fullscreen,
                theme:dark"><figure role="none" class="zpimage-data-ref"><span class="zpimage-anchor" role="link" tabindex="0" aria-label="Open Lightbox" style="cursor:pointer;"><picture><img class="zpimage zpimage-style-none zpimage-space-none " src="/images/playbookvframework.jpg" size="fit" alt="AI-generated image of a playbook and flowchart" data-lightbox="true"/></picture></span><figcaption class="zpimage-caption zpimage-caption-align-center"><span class="zpimage-caption-content">AI-generated image</span></figcaption></figure></div>
</div><div data-element-id="elm_UahHgaiASy61_gQlEERf-A" data-element-type="text" class="zpelement zpelem-text "><style></style><div class="zptext zptext-align-left zptext-align-mobile-center zptext-align-tablet-center " data-editor="true"><p>In today's fast-paced business environment, crisis management requires flexibility rather than rigid playbooks. While detailed crisis playbooks have been the standard approach, many organizations are now shifting toward crisis frameworks.<br/></p><div><p><span><br/></span></p><p><span>The key difference between a framework and a playbook is the mindset shift from prescribing exact responses to establishing flexible processes that can adapt to the specific crisis at hand.</span></p><p><span><br/></span></p><h4>The Problem with Traditional Playbooks</h4><p><span><br/></span></p><p><span>Traditional crisis playbooks often become static documents that gather dust. As Linda Barnhart, senior director at APCO, aptly noted during a PR Daily Media Relations Conference, &quot;No one's gonna look at a 100-page document if something's on fire.&quot;</span></p><p><span><br/></span></p><p><span>These comprehensive documents, while well-intentioned:</span></p><ul><li>become outdated quickly</li><li><span><span>remain unused until a crisis occurs</span></span><br/></li><li><span><span><span><span>lack the flexibility needed for unique situations</span></span><br/></span></span></li><li>can't adapt to rapidly changing circumstances</li></ul></div><div><br/><h4>Benefits of a Crisis Framework Approach</h4><p><span><br/></span></p><p><span>A framework approach provides structure without being overly prescriptive, allowing teams to respond appropriately to the specific crisis at hand. This approach offers several advantages:</span></p><ul><li style="margin-left:15px;"><p><span><span style="font-weight:bold;">Adaptability</span>: Frameworks allow you to &quot;rely on your instincts and work with the environment and the information you have to mitigate the threat.&quot;</span></p></li><li style="margin-left:15px;"><p><span><span style="font-weight:bold;">Efficiency</span>: Using an established crisis management process saves time and effort in developing new response mechanisms.</span></p></li><li style="margin-left:15px;"><p><span><span style="font-weight:bold;">Expertise Utilization</span>: Crisis management teams can leverage their existing knowledge and experience to address challenges efficiently.</span></p></li><li style="margin-left:15px;"><p><span><span style="font-weight:bold;">Improved Coordination</span>: A unified approach enhances decision-making, allowing organizations to respond swiftly and effectively.</span></p></li></ul><span><br/></span><h4>Building an Effective Crisis Framework</h4><p><span><br/></span></p><p><span>Creating a solid framework requires preparation before any crisis occurs. Focus on identifying:</span></p><ol><li style="margin-left:15px;"><p><span style="font-weight:bold;">Risks</span>: Assess both everyday threats (product recalls, malfeasance) and broader existential risks (geopolitical conflicts).</p></li><li style="margin-left:15px;"><p><span style="font-weight:bold;">Interested Parties</span>: Determine who needs to receive your communications, both internally and externally.</p></li><li style="margin-left:15px;"><p><span style="font-weight:bold;">Approach</span>: Develop strategies to address the concerns of interested parties authentically and promptly.</p></li></ol><br/><p><span>Your framework should outline:</span></p><ul><li style="margin-left:15px;"><p><span style="font-weight:bold;">Crisis management team</span>: Cross-functional representatives who will respond to the crisis</p></li><li style="margin-left:15px;"><p><span style="font-weight:bold;">Protocol</span>: Clear guidelines for team assembly and leadership</p></li><li style="margin-left:15px;"><p><span style="font-weight:bold;">Communication strategy</span>: Balancing proactive and reactive engagement</p></li><li style="margin-left:15px;"><p><span style="font-weight:bold;">Escalation criteria</span>: Thresholds for increased response</p></li><li style="margin-left:15px;"><p><span style="font-weight:bold;">Spokespersons</span>: Designated and trained representatives</p></li><li style="margin-left:15px;"><p><span style="font-weight:bold;">Monitoring systems</span>: Methods to measure situation impact and response effectiveness</p></li></ul><br/><p><span>Today’s reality is that you will have minutes to react to a crisis. Having a flexible framework helps your organization navigate emergencies effectively while maintaining authenticity and responsiveness in your communications.</span></p></div></div>
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</div></div><div data-element-id="elm_0FEq9BaHKyW7OYvD9hK2fw" data-element-type="row" class="zprow zprow-container zpalign-items-flex-start zpjustify-content-flex-start zpdefault-section zpdefault-section-bg " data-equal-column="false"><style type="text/css"></style><div data-element-id="elm_yJ9X9H0LJ85PC6633Ur8BQ" data-element-type="column" class="zpelem-col zpcol-12 zpcol-md-4 zpcol-sm-12 zpalign-self- zpdefault-section zpdefault-section-bg "><style type="text/css"></style><div data-element-id="elm_pSqGb4mWbY62errEAP4VFA" data-element-type="image" class="zpelement zpelem-image "><style> @media (min-width: 992px) { [data-element-id="elm_pSqGb4mWbY62errEAP4VFA"] .zpimage-container figure img { width: 200px ; height: 300.00px ; } } </style><div data-caption-color="" data-size-tablet="" data-size-mobile="" data-align="center" data-tablet-image-separate="false" data-mobile-image-separate="false" class="zpimage-container zpimage-align-center zpimage-tablet-align-center zpimage-mobile-align-center zpimage-size-small zpimage-tablet-fallback-fit zpimage-mobile-fallback-fit hb-lightbox " data-lightbox-options="
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</div></div><div data-element-id="elm_Pgdr96LrVlweaBPLhjJZtw" data-element-type="column" class="zpelem-col zpcol-12 zpcol-md-8 zpcol-sm-12 zpalign-self- zpdefault-section zpdefault-section-bg "><style type="text/css"></style><div data-element-id="elm_fdOd3UbCV0CAp6q99C3peA" data-element-type="heading" class="zpelement zpelem-heading "><style></style><h2
 class="zpheading zpheading-style-none zpheading-align-left zpheading-align-mobile-left zpheading-align-tablet-left " data-editor="true">Stuff Happens!</h2></div>
<div data-element-id="elm_OApelvmVjnbmRi74sDqrew" data-element-type="text" class="zpelement zpelem-text "><style></style><div class="zptext zptext-align-left zptext-align-mobile-left zptext-align-tablet-left " data-editor="true"><p>Want to dive deeper into crisis management and how to ensure your organization is reputation resilient? Grab a copy of my book, <strong style="font-style:italic;">Stuff Happens,&nbsp;</strong>available on Amazon Kindle!</p></div>
</div><div data-element-id="elm_jgbm12vIuicXFswdozv1DA" data-element-type="buttonicon" class="zpelement zpelem-buttonicon "><style></style><div class="zpbutton-container zpbutton-align-left zpbutton-align-mobile-center zpbutton-align-tablet-center "><style type="text/css"></style><a class="zpbutton-wrapper zpbutton zpbutton-type-primary zpbutton-size-md zpbutton-style-none zpbutton-icon-align-left " href="https://www.amazon.ca/dp/B0DHJ3L3T4" target="_blank"><span class="zpbutton-icon "><svg viewBox="0 0 448 512" height="448" width="512" aria-label="hidden" xmlns="http://www.w3.org/2000/svg"><path d="M448 360V24c0-13.3-10.7-24-24-24H96C43 0 0 43 0 96v320c0 53 43 96 96 96h328c13.3 0 24-10.7 24-24v-16c0-7.5-3.5-14.3-8.9-18.7-4.2-15.4-4.2-59.3 0-74.7 5.4-4.3 8.9-11.1 8.9-18.6zM128 134c0-3.3 2.7-6 6-6h212c3.3 0 6 2.7 6 6v20c0 3.3-2.7 6-6 6H134c-3.3 0-6-2.7-6-6v-20zm0 64c0-3.3 2.7-6 6-6h212c3.3 0 6 2.7 6 6v20c0 3.3-2.7 6-6 6H134c-3.3 0-6-2.7-6-6v-20zm253.4 250H96c-17.7 0-32-14.3-32-32 0-17.6 14.4-32 32-32h285.4c-1.9 17.1-1.9 46.9 0 64z"></path></svg></span><span class="zpbutton-content">GET STUFF HAPPENS</span></a></div>
</div></div></div></div></div></div></div></div> ]]></content:encoded><pubDate>Wed, 07 May 2025 12:03:55 -0400</pubDate></item><item><title><![CDATA[Facing Reality After the Crisis]]></title><link>https://www.jacquideon.com/blog/post/facing-reality-after-the-crisis2</link><description><![CDATA[<img align="left" hspace="5" src="https://www.jacquideon.com/images/trust.jpg"/>The number of reporters has dwindled. The number of negative social comments has decreased dramatically. You have returned from the war room to your regular desk. So, is the crisis over? No!]]></description><content:encoded><![CDATA[<div class="zpcontent-container blogpost-container "><div data-element-id="elm_IdFjqIGLT0uxpD37Y2DVrw" data-element-type="section" class="zpsection "><style type="text/css"></style><div class="zpcontainer-fluid zpcontainer"><div data-element-id="elm_gDeF3HO-Tx6LOf34rwieAg" data-element-type="row" class="zprow zprow-container zpalign-items- zpjustify-content- " data-equal-column=""><style type="text/css"></style><div data-element-id="elm_LA0_VPr_QuyOH7hC5ycGmQ" data-element-type="column" class="zpelem-col zpcol-12 zpcol-md-12 zpcol-sm-12 zpalign-self- "><style type="text/css"></style><div data-element-id="elm_ReFVRu1G_Ja83xmAm3wnkA" data-element-type="image" class="zpelement zpelem-image "><style> @media (min-width: 992px) { [data-element-id="elm_ReFVRu1G_Ja83xmAm3wnkA"] .zpimage-container figure img { width: 1095px ; height: 624.83px ; } } </style><div data-caption-color="" data-size-tablet="" data-size-mobile="" data-align="center" data-tablet-image-separate="false" data-mobile-image-separate="false" class="zpimage-container zpimage-align-center zpimage-tablet-align-center zpimage-mobile-align-center zpimage-size-fit zpimage-tablet-fallback-fit zpimage-mobile-fallback-fit hb-lightbox " data-lightbox-options="
                type:fullscreen,
                theme:dark"><figure role="none" class="zpimage-data-ref"><span class="zpimage-anchor" role="link" tabindex="0" aria-label="Open Lightbox" style="cursor:pointer;"><picture><img class="zpimage zpimage-style-none zpimage-space-none " src="/images/trust.jpg" size="fit" alt="Compass pointing to the word trust." data-lightbox="true"/></picture></span></figure></div>
</div><div data-element-id="elm_gEp85PiiQGyUw2a8xELNgg" data-element-type="text" class="zpelement zpelem-text "><style> [data-element-id="elm_gEp85PiiQGyUw2a8xELNgg"].zpelem-text { line-height:18px; } [data-element-id="elm_gEp85PiiQGyUw2a8xELNgg"].zpelem-text :is(h1,h2,h3,h4,h5,h6){ line-height:18px; } </style><div class="zptext zptext-align-left " data-editor="true"><div style="text-align:left;"><div style="line-height:1.2;"><div>The number of reporters has dwindled. The number of negative social comments has decreased dramatically. You have returned from the war room to your regular desk.</div><div><br/></div><div>So, is the crisis over? No!</div><div><br/></div><div>The underlying issues are far from gone. Now you face the legal battles and the new challenge of regaining trust.</div><div><br/></div><div>In many ways, your work has just begun.</div><div><br/></div><div><span style="font-size:18px;font-weight:bold;">The all-important post-crisis review</span></div><div><br/></div><div><div>Before starting to address the backlog on projects that have been ignored during the crisis period, a good practice is to conduct a review. This doesn’t have to be a grim exercise. Simply ask yourself and the crisis team three questions:</div><div><br/></div><div><ol><li style="text-align:left;">What did we do well?</li><li style="text-align:left;">What did we not do well?</li><li style="text-align:left;">What do we wish we had done?</li></ol></div><div><br/></div><div>The answers to these questions are important input for your next step – crisis preparation.</div><div><br/></div><div><div><span style="font-size:18px;font-weight:bold;">Crisis preparation</span></div></div><div><br/></div><div>If this was your first crisis, you may not have a crisis plan but chances are good that going through this crisis has demonstrated the benefits of having one.&nbsp;</div><div><br/></div><div>Now is the time to prepare your plan for the inevitable next go-round. Use the answers from your review to take a good look at the most likely scenarios for your organization, the prevention/mitigation systems you have in place and your team.</div><div><br/></div><div><div><span style="font-size:18px;font-weight:bold;">Start the rebuilding process</span></div></div><div><br/></div><div>As the saying goes, &quot;Rome wasn’t built in a day.&quot; Rebuilding trust, confidence, morale, systems, etc. requires a relentless effort that will test your tenacity, your values and your patience. What happened will always be on the record. What you do after the spotlight is off may not be.&nbsp;</div><div><br/></div><div>Rebuilding is like saving money – the process is gradual and slow but the dividends are real. Remember that everything you do after the crisis will be under the microscope. Your stakeholders may be especially sensitive and/or critical of the moves you make. That doesn’t mean you need to stand still; it means that you need to be mindful of your timing and upfront with your rationale.</div><div><br/></div><div><div><span style="font-size:18px;font-weight:bold;">Is it ever over?</span><br/></div></div><div><br/></div><div>Frankly no.</div><div><br/></div><div>Organizations that have experienced crises know that the crisis does fade but it only takes one incident to bring it back into focus. Some organizations overcome the crisis while others have been unable to rise above it.</div><div><br/></div><div>The difference is the way in which the organization works to restore faith and trust.<br/></div><div><br/></div><div>If it's time for you to build a crisis plan or you need help with managing or recovering from a crisis,&nbsp;<a href="/contact" rel="">let me know</a>.</div></div><div><br/></div><div>Want to learn more about Crisis Management? Grab my book, <span style="font-style:italic;">Stuff Happens</span>, on Amazon!</div></div></div></div>
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</div></div></div></div></div></div> ]]></content:encoded><pubDate>Tue, 01 Oct 2024 17:05:00 -0400</pubDate></item><item><title><![CDATA[The Importance of Corporate Values: Actions Speak Louder Than Words]]></title><link>https://www.jacquideon.com/blog/post/the-importance-of-corporate-values-actions-speak-louder-than-words</link><description><![CDATA[<img align="left" hspace="5" src="https://www.jacquideon.com/images/corporate-values.jpg"/>Values are the deep-seated beliefs under which each of us conduct our daily lives. Corporations began articulating their values back in the seventies. In essence, the values of an organization should reflect their cultural norms and dictate expected behaviours.]]></description><content:encoded><![CDATA[<div class="zpcontent-container blogpost-container "><div data-element-id="elm_3I0D-IXiQiODdbKR48ygKQ" data-element-type="section" class="zpsection "><style type="text/css"></style><div class="zpcontainer-fluid zpcontainer"><div data-element-id="elm_BCzO04FnQauVTHQk9C-KRA" data-element-type="row" class="zprow zprow-container zpalign-items- zpjustify-content- " data-equal-column=""><style type="text/css"></style><div data-element-id="elm_1vJ7BZYRTSyUG9K75L81vg" data-element-type="column" class="zpelem-col zpcol-12 zpcol-md-12 zpcol-sm-12 zpalign-self- "><style type="text/css"></style><div data-element-id="elm_vnlzfEun1qidWPEPqdZq6w" data-element-type="image" class="zpelement zpelem-image "><style> @media (min-width: 992px) { [data-element-id="elm_vnlzfEun1qidWPEPqdZq6w"] .zpimage-container figure img { width: 1110px ; height: 624.38px ; } } @media (max-width: 991px) and (min-width: 768px) { [data-element-id="elm_vnlzfEun1qidWPEPqdZq6w"] .zpimage-container figure img { width:723px ; height:406.69px ; } } @media (max-width: 767px) { [data-element-id="elm_vnlzfEun1qidWPEPqdZq6w"] .zpimage-container figure img { width:415px ; height:233.44px ; } } [data-element-id="elm_vnlzfEun1qidWPEPqdZq6w"].zpelem-image { border-radius:1px; } </style><div data-caption-color="" data-size-tablet="" data-size-mobile="" data-align="center" data-tablet-image-separate="false" data-mobile-image-separate="false" class="zpimage-container zpimage-align-center zpimage-size-fit zpimage-tablet-fallback-fit zpimage-mobile-fallback-fit hb-lightbox " data-lightbox-options="
                type:fullscreen,
                theme:dark"><figure role="none" class="zpimage-data-ref"><span class="zpimage-anchor" role="link" tabindex="0" aria-label="Open Lightbox" style="cursor:pointer;"><picture><img class="zpimage zpimage-style-none zpimage-space-none " src="/images/corporate-values.jpg" width="415" height="233.44" loading="lazy" size="fit" alt="A businessman working at a computer" data-lightbox="true"/></picture></span></figure></div>
</div><div data-element-id="elm_uKYcJSppQoOwWORMj_IzkA" data-element-type="text" class="zpelement zpelem-text "><style> [data-element-id="elm_uKYcJSppQoOwWORMj_IzkA"].zpelem-text { border-radius:1px; } </style><div class="zptext zptext-align-left " data-editor="true"><div>Values are the deep-seated beliefs under which each of us conduct our daily lives. To the best of my knowledge, corporations began articulating their values back in the seventies. In essence, the values of an organization should reflect their cultural norms and dictate expected behaviours.</div><br><div><div>Whether it’s a corporation or an individual, crises are one of the best test of values – regardless of what’s posted on the wall or on the website. Think about Maple Leaf Foods during their <a href="https://www.ft.com/content/8c8d3668-adb5-11e2-82b8-00144feabdc0" title="listeria crisis" target="_blank" rel="nofollow"></a><a href="https://www.ft.com/content/8c8d3668-adb5-11e2-82b8-00144feabdc0" title="listeria crisis" target="_blank" rel="nofollow">listeria crisis</a>. Their leadership values are shown below.&nbsp;<br></div></div><div><br></div><blockquote style="margin:0px 0px 0px 40px;border:medium;padding:0px;"><div><span style="font-weight:bold;">Maple Leaf Leadership Values&nbsp;</span></div><div><ul><li>Do what's right</li><li>Deliver winning results</li><li>Build collaborative teams</li><li>Get things done in a fact-based, disciplined way</li><li>Learn and grow, inwardly and outwardly</li><li>Dare to be transparent, passionate and humble</li></ul></div></blockquote><div><div><br></div><div>Clearly, during and following the crisis, they acted in a way that is completely consistent with their values. So when I read their leadership values, I believe them. I also believe that Maple Leaf employees do.</div><div><br></div><div>A recent lively discussion in one of my LinkedIn groups focused on how to communicate corporate values. The old adage, &quot;actions speak louder than words&quot;, came to my mind.<br></div></div><br><div>The communication of values cannot be adequate unless the behaviour of the organization and its leaders is seen as being consistent with the words. If the value is &quot;do what’s right&quot; and yet bullying is tolerated or (worse) rewarded, the words aren’t worth communicating.<br></div><br><div>If value statements don’t reflect the corporate culture, in a communications effort they should be positioned as aspirational. Admitting the gaps and taking corrective action in a visible way must be part of the communication process.<br></div><br><div>The communication of values starts with a tone at the top – the leaders. The corporate anecdotes about them in different situations will carry more weight than any written set of words. If people within the organization believe that there is a different set of values or standards for leaders, the values will be dismissed.<br></div><br><div>Communicating values is also a relentless pursuit and needs to be done expressly and tacitly. &nbsp;For example, are the corporate values reflected in the performance measures people have? &nbsp;When teams are successful, are they praised for working together in a way that is consistent with the values? &nbsp;When an individual is promoted, does the announcement about their promotion include a reference to the corporate values? &nbsp;When an employee speaks out about behaviour that is inconsistent with the values, are they heard or ostracized? &nbsp;<br></div><br><div>Done well and credibly, communicating values can measurably enhance engagement and performance.&nbsp;<br></div><br><div>So, are corporate values important? Yes. But they need to be backed up with behaviours that build a value-based culture.</div></div>
</div></div></div></div></div></div> ]]></content:encoded><pubDate>Thu, 30 May 2024 15:41:00 -0400</pubDate></item></channel></rss>