Crisis Management

Crisis Management and emotion

Crises are always there and it is up to the person dealing with a crisis on behalf of the company, to manage it efficiently and effectively. At Impero Consulting, we also have our fair share of crises.

“You need to keep your emotions out of the situation as much as possible to resolve the issue at hand,” says Kobus Myburgh, the founder of IT consulting firm, Impero Consulting. Kobus also has a rule of counting to ten before saying something when he is angry. To deal with the crisis effectively, youneed to be honest, unemotional, and not unnecessarily confrontational. A badly managed crisis can damage the reputation of a company and the relationship between all parties involved.
Crisis Management
Recently, a popular restaurant chain, Spur Steak Ranches, had a crisis with a racial incident that caused a lot of people to boycott their restaurants, and go elsewhere. “There is no doubt that the man was in the wrong. He was not, however, the only one wrong in that argument. That is most likely the reason for the right-wing boycott,” says Myburgh. “If Spur Steak Ranches approached the crisis differently, the severity would’ve been less.”

Let it burn

Strategic planning in Public Relations is a very important aspect to ensure effective and efficient resolutions to the present issues. The organization should be aware of the issues and consider them as a priority before the situation get worse. Rob Wolff, a senior consultant at High Performing Culture states that many CEO’s have learned to let fires burn a while and then see which fires you need to put out. Sometimes it is beneficial to let some fires burn. This often leads to sustainable competitive advantages, or solutions to the problems at hand.

Myburgh adds his own reasoning for this: “Company executives should not try to solve all problems a company experiences themselves. By doing so, staff members will never learn to operate independently. Executives should only take note of some crises and let them play out. A tiff between staff members, for example, can work itself out when the parties involved thrash it out for themselves. Should they be unable to do so, the Executive may intervene when it threatens the harmony and/or reputation of the company. Besides that, using your highest paid officials, such as the Managing Director to sort out stationary orders, is highly inefficient.