Spokespeople navigating high-stakes media interviews must be equipped to address hidden challenges that could escalate into larger issues if unaddressed. These 'whales' beneath the surface are complex problems that require strategic management. For those facing unexpected questions or difficult media moments, this blog provides actionable tips to navigate challenges and steer interviews toward safer waters.

In this Resilience Unfiltered Series coffee chat, DEI communications expert Kim Clark joins Natalia Smalyuk to discuss the difficult reality of layoffs and urge leaders to consider alternatives. Kim argues layoffs should be a last resort, sharing strategies for minimizing their impact, exploring options and offering insights on how communicators can play a crucial role in navigating decisions. The Resilience Unfiltered Series encourages open dialogue on tough issues to build understanding and resilience in times of crises and change.

This coffee-break Q&A with Alexander Rau, a partner leading KPMG’s Technology Risk Consulting Advisory Practice, is about what organizations should watch out for in the changing landscape of cyber risk, from the rise of third-party attacks to the challenges posed by zero-day vulnerabilities to AI-driven threats. The chat is packed with tips on how companies can enhance their cyber crisis resilience before, during and after adverse events.  

Strategic planning and crisis planning are often seen as separate processes. They don't have to be. Boards can enhance organizational resilience balancing oversight and foresight, integrating strategic planning and crisis planning, and using scenarios to plan ahead. When an organization makes a strategic choice, it must do the homework on its vulnerabilities, working through the issues before they become bigger problems in early detection, prevention, mitigation and proactive crisis management programs. Shifting from asking “What are the odds?” to “What’s important?” and “What if?” boards get in front of the question: “How come you didn’t see this coming?”

Today’s crisis cascades show the complexity of communication in global and national disasters where stakeholder expectations shift extremely quickly. Many of today’s scenarios, from regional wars to economic shocks to severe weather events, are not in the traditional playbooks. The article talks about proactive, strategic, systemic crisis management in uncertain times – and how communicators can bring value as reputation coaches before, during and after adverse events.

In this coffee Q&A with Dr. Ian Mitroff, we talk about Systems Thinking as a core principle of preparedness in a complex, highly interconnected world. Dr. Mitroff is credited as one of the founders of the modern discipline of Proactive Crisis Management.

Each year has a story. During the holidays, I thought back about 2023, a cup of coffee in my hand and a golden pup at my feet. This blog is my take on the news and headlines of the last year, as well as any clues they might hold about risk and trust in 2024.

Helio Fred Garcia is a professor in the New York University’s Stern School of Business and Columbia University’s graduate school of engineering, head of a New York-based consulting firm, counsellor and author. In this Q&A, we chat about the power of patterns when stakes are high.

Conversations are not just a way of sharing information. Activating neural pathways, they trigger physical and emotional changes that may shape relationship and performance outcomes. What can go wrong, and how do we get it right? The article focuses on the biochemical dynamics of conversations to build trust.

Christal P. Austin is a PR advisor, international speaker and Director (Ag.) of the Public Affairs Department in the Ministry of Home Affairs and Information in Barbados. In this Q&A, I am delighted to share Christal’s thoughts on disaster management.

Super-intelligent AI systems are here. It’s only human to feel like “deer in the headlights” attempting to pause or ban the unknown. In hindsight though, technology breakthroughs teach us that kicking the can comes with its own risk. Going faster on learning is a better option than slowing down on innovation.

Dr. Ian Mitroff and I first met after I read his book “Why some companies emerge stronger and better from a crisis: 7 essential lessons for surviving disaster.” Every time we have virtual coffee I take copious notes. I thought others might benefit from hearing Dr. Mitroff’s thoughts, too, and so came the idea of this Q&A.

If you want to build your career, break whatever ceilings are in your way and make a difference, no news is not good news. This blog has tips for spokespeople to advance their agenda, address media questions, and connect with the audience to build understanding and trust.

In the biggest headlines and twists of 2022, the lines between communication and (geo)politics blur. Trapped in this dynamic, I decided to face it head on in this humble take on where we, communicators, make a difference in a struggling world.

Most law firms deal with crises every day. Lawsuits. Court battles. Privacy breaches. But what if this happens to them? For organizations operating in crisis-ridden environments, a disaster is a matter of “when,” not “if.” This blog outlines seven steps law firms can take to boost preparedness for these “predictable surprises.”

When I learned about the Rogers outage on Friday, like many Canadians, I wondered what happened, and why it happened in the first place. There was not much in terms of answers.

Rogers’ outage response makes for a telling “how-not-to” crisis management case study other organizations can learn from as they consider steps to better resilience.

Three quarters of cyber crises are issues that are not dealt with on time. While this may sound shocking, there are signals one can watch out for warning an organization that potential trouble is on the horizon.

January is still a little bit like a clean canvass. It’s a wonderful feeling, when there’s so much potential, and a chance to create something valuable in the world. Holiday wishes still echo in the ears: “take what you need into the new year; leave what you don’t behind.” During the break, it seemed like a good idea to take stock. And here’s the result: my personal take at what struck a chord (and should enter the new year) or pinched a nerve (and should stay behind).

Hardly a week goes by without a massive hack hitting the headlines. This blog is about nine common mistakes organizations need to fix to keep their stakeholders safe.

In the second year of the pandemic, the old problem of an absent manager acquires a new urgency. Here are some idea starters on how organizations can rally their mid-level cadre to push through the fatigue of a long-haul crisis.