Smart Plans, Quick Actions, Great Outcomes
When the crisis strikes, it’s too late to think about what should have been done. This program will help managers think, plan and act before the emergency hits. Whether it’s a terrorist attack, a massive structural failure, system outage or a corporate scandal, knowing what to do and say can improve the outcome. What should be said to the media, staff, and to the public is discussed. The way your organization's spokesperson responds under difficult circumstances can determine how the public will react to the crisis. Don’t be caught without a plan. Learn what should be included in the plan and how that plan should be communicated and implemented.
You will learn from this program on Crisis Management:
1. The significance
of communicating during a crisis
2. The three phases of crisis management
3. How to create a crisis management plan that addresses issues relevant to staff, the public and the media
4. The five factors of working as a team during a crisis
5. Specific principles learned from public power and other industries on crisis management
6. The 10 most common mistakes made by utility managers during a crisis
Listen to Kathy Loveless on Crisis Management:
During a career that spans more than three decades, Kathy has dealt with the public, the media and employees during significant crises. As a public affairs officer for the U.S. Bureau of Reclamation, Department of the Interior in Washington, D.C. she addressed such crises as the failure of Teton Dam in Idaho that resulted in the loss of 11 lives and millions of dollars of personal and public property. Then, while serving as the Upper Colorado Regional Public Affairs Officer for Reclamation, she dealt with the flooding of the Colorado River and many of its tributaries, and the resulting damage to Glen Canyon Dam and other facilities. Daily, she received calls from places as distant as Australia and Japan regarding the handling of these crises. All national network television and radio news programs sought continual updates from Kathy.
As an invited
keynote speaker for the Central Intelligence Agency, she coincidentally
landed in Washington, D.C. minutes before the attack
on America, September 11, 2001. The ensuing events caused the CIA
to request Kathy to develop and
present programs on coping with change during times of crisis.Contact Kathy Loveless about Crisis Management
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800-200-0076, 801-363-1807, 801-363-3191 fax, Kathy@LovelessEnterprises.com
What Others Say about Kathy Loveless on
course on dealing with a crisis in the public power industry was the best
I have ever attended. Your stories about how you have dealt with various crises
showed me that you really know what you were talking about."
—Seminar participant, American Public Power Association course, Dallas, Texas
"The seven crisis management strategies you presented were excellent."
"Your program was so informative. I learned what our organization needs to do be more prepared and how we can be more helpful to our 56 member utilities in times of crisis."
speaking to our organization was an overwhelming success...Please feel free
to publicize CIA as one of your happy, happy customers.”
-Cindy Rountree, CTSG Executive Officer, U. S. Central Intelligence Agency, Virginia