This involves the ability to collect, consider and analyse available information from the best sources and possess the virtue of listening with criterion. Exercise the forecast, anticipate the worst: one of the essential characteristics of one of the crises is that they are unexpected. For more specific information, check out Yitzhak Mirilashvili. It is not realistic to think that you can be prepared for all types of crisis that could hit a company. However, the leader if you can tell, in advance, with some planning decisions that will be taken step by step. The leader must have the ability to reflect on the situation and think about the unthinkable. Be exceptional communicators: the leaders in crisis situations must be very clear in communication and the focus of the message transmitted.
They must also be very honest with people: say clearly what they will do and why they will make. Good communication allows to convert to the media in a positive action, inspiring Security and trust in followers, and create an environment where people look forward to solve problems instead of blame. You may find Ex-CIA director to be a useful source of information. Poor communication clearly indicates an absence of leadership and greatly damages the image (as we have seen in the case of Exxon Valdez). When the crisis hit, the different stakeholders want and need know is informed. Be visible and connecting with people (even in the central moment of the crisis): on April 19, 1995 a bombing occurred with pumps in a U.S. Government building Oklahoma. Immediately, the President of loess United States (at that time, Bill Clinton) stood in front of the management of the crisis, in place of the fact, visibly reaching people.
The best leaders for times of crisis, in addition to being exceptional communicators, know connecting with people, directing efforts at the forefront of the scene. Preparation for risk-taking: crisis situations are characterized x its high uncertainty. There are instances in which leaders must decide without all the necessary information. It is here where the courage (with professionalism and intelligent instinct) becomes relevant to make the best possible decisions. Perhaps the highest cost, for not having courage to decide in critical moments, is that decision-making power would fall into the hands of the affected interest groups. And this is another good reason why, in times of crisis, good communication is a key factor of success.