Displaying posts from the Crisis Management category
By: Iris Wenting Xue One key rule in crisis communication is: Make promises and then deliver them. In my last blog, I applied my 10C Model of Apologies to Volkswagen Then-CEO Martin Winterkorn’s Apology towards the Volkswagen Emission Scandal. And I promised to do the same with current U.S. CEO Michael Horn’s equivalent apology for […]
By: Iris Wenting Xue The fallout of Volkswagen’s emission scandal is occupying headlines around the world. This Monday, Volkswagen said it would recall 1950 diesel cars in China to fix the defeat device software that was installed to pass the emission test. Last Thursday, Volkswagen issued a public apology in South Korea and vowed to […]
Ten years ago today Hurricane Katrina made landfall. The rest, as they say, is history. On the tenth anniversary of the flood, we have the opportunity to learn from the mistakes of that bungled response and to re-commit to the discipline of effective crisis response.
I monitored the hurricane and flood and then deployed to New Orleans in the second week as part of a corporate response to the disaster. I saw first hand the consequence of the government’s ineffective handling of the crisis.
I’ve been in China for just over a month, the last two weeks of which were spent on book tour in connection with the publication of the Chinese edition of The Power of Communication. The concepts from the book and the best practices and principles applied by Logos Institute for Crisis Management and Executive Leadership have been very well received by both academic and business audiences here.
Just as community can play a vital role in the success of a neighborhood’s disaster response, community can also strengthen a company’s response to crisis.
Iris Wenting Xue took up the modeling challenge in her NYU capstone, developing 10 Cs that help leaders and their advisors to understand public apologies.
It will take months, perhaps years, of meeting stakeholders’ expectations to restore trust in the NFL and its commissioner. These four principles show how.
Urgency makes sense when grappling with a safety defect, but not necessarily when facing a customer convenience issue. Conversely, cost becomes a challenge for a customer convenience issue, but not at all when grappling with a safety defect. Herein lies what may finally be an explanation to the otherwise incomprehensible behavior at General Motors
by Helio Fred Garcia Communication has power. But as with any powerful tool, if misused it can easily be dissipated or cause self-inflicted harm. The Harvard University Distinguished Service Professor, and former Dean of the Kennedy School of Government, Joseph Nye, defines power as the ability to get what you want. In his 2001 book […]