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Crisis Management as a discrete specialty deals with actual and potential nightmare situations and how to sort them out. You can’t go get a degree or certificate in crisis management. You get there only through having done it for many years.
Every company, especially in franchising, faces crisis situations in its lifespan.
Ideally a crisis specialist is consulted early on, when bad things can possibly be averted. If not, and he comes in after it has “hit the fan”, the need for tactical, dispassionate, expert professional representation is immediate and of high urgency.
Crises occur for various reasons, some due to management miscalculations and some due simply to changes in business climate. Nothing is forever linear. Life always encounters chaotic variations that, if properly dealt with, do less harm than if confronted by people who do not customarily deal with real trouble.
Crises come in all shapes and sizes. They include/franchisee/customer action calculated to do the most damage; drastic and rapid market changes that destroy the value of the most dearly loved strategic planning; criminal assault upon your business model, seeking to use it to launder money or distribute contraband and nefarious practices by some that are not uncovered until confrontations and intervention are staring you in the face.
The common thread in these emergencies is that assistance has to come from outside the company. Those within have many conflicting relationships, loyalties and habits that make them less capable of dealing with large difficulties in the ways that are required. Leadership needs to have access to confidential resources that even their executive level management do not share until analysis is done and a battle plan is adopted. Urgency does not afford months to wander through wishful thinking, unproductive notions about what one might like to do in some most convenient mode. Trouble is never convenient, and one absolutely must pick the right fight.
Richard Solomon’s professional experienced has focused upon getting his clients through their worst situations, in real Bet The Company. He has done this in products and service businesses, at various junctures in their company life cycles. He asks very tough questions and insists upon reality driven analysis. He knows how best to avoid exacerbation because of inappropriate communications about what is happening. Sometimes he has dealt with extreme difficulty beyond the single company level, assisting entire industry groups. He understands when other disciplines are called for and knows how to bring them to focus and how to direct their activities. This is what he does.
Copyright 1997 - 2008 || Richard A. Solomon
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