Leadership Slideshow: Crisis Survival Guide: How to Lead in Tough Times

87 percent

87 percent of businesses fail to recover from a crisis.

“Lights On” Strategy – Step One

Put all other pending tasks "on hold." Even if just for a few hours to make assessments.

“Lights On” Strategy – Step Two

Launch an "information safari." Identify all factors that have contributed to the crisis and discuss with complete transparency before other managers, employees.

“Lights On” Strategy – Step Three

Distinguish fact from fiction. Build confidence among managers by helping them communicate to employees these dynamics openly, effectively.

“Lights On” Strategy – Step Four

Come up with a start-stop-continue worksheet: What must we start doing? What must we stop doing? What must we continue? (All three considerations must speak to company's survival.)

“Lights On” Strategy – Step Five

Develop 30-, 60- and 90-day scenario plans. Determine what is known, what is probable and what is unknown.

The 30-Day Plan

This requires immediate input as the worst days of the crisis are underway. Meet your employees, your customers and your vendors to hear their concerns and to gather ideas.

The 60-Day Plan

Take inventory of your company's current and future value, and begin transitioning in a new direction.

The 90-Day Plan

Focus on rebuilding corporate reputation, re-launching your brand and facilitating future strategies.

Biggest Mistakes a CIO Can Make in a Crisis

Being invisible. Don't hide behind the closed-door meeting. Get out and about. Be available for any and all inquiries.

Biggest Mistakes a CIO Can Make in a Crisis

Trying to get things "back to normal." Normal now no longer exists. But, in the end, the new reality may make the company and its people stronger.

Biggest Mistakes a CIO Can Make in a Crisis

Thinking you already know the answers. Seeking input with pre-determined prejudice forever clouds perspective.

Biggest Mistakes A CIO Can Make During a Crisis

Canceling an update because "there's nothing more to say." This only cultivates fear, uncertainty. Staff members, customers, vendors appreciate interaction during trying times.