“Manager’s Guide to Crisis Management” by Jonathan Bernstein (McGraw-Hill, $17).
Bernstein classifies crises into three categories: Creeping (i.e. foreshadowed by a series of events that aren’t seen as part of a pattern), Slow-Burn (i.e. there are red flags, but no damage yet), and Sudden (i.e. it’s hit the fan.) He points out that most sudden crises result from ignored creepers or slow-burns. Given that, he views crisis management more as fire prevention than firefighting.
His advice: Conduct periodic what-if, vulnerability audits “to identify anything that could lead to a significant interruption of business and/or reputation damage.” While the scope of the audit varies with firm size, most include interviews with internal and external stakeholders that focus on issues they’re encountering. With “going viral” creating flash fires, Bernstein also advises that online presence and monitoring/handling of online complaints should be included in the audit. Executives then meet to discuss potential impact and formulate the fire-prevention plan.
If your business is small, Bernstein offers specific advice on an informal, “Walkabout Vulnerability Audit”: 1. Examine the contents of some trash cans at the end of a day to see if potentially volatile information has been discarded. 2. Ask some employees if they would be comfortable with you reading through their emails and documents. Make sure employees know that “anything” on their company-owned PCs is considered company property. 3. Check computers left on after hours. If the user is still logged in, company data can be hacked. 4. Monitor your visitor-security policies to ensure in/out logs are kept and guest badges are used and accounted for.
Bernstein’s bottom line: An ounce of prevention is less costly than a pound of cure.
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“Succeeding When You’re Supposed to Fail: The Six Enduring Principles of High Achievement by Rom Brafman (Crown Archetype, $23.)
Many of those who face hardship throw in the towel and succumb to “it is what it is” thinking. They almost always waste time fixing blame on others (e.g. the economy, the schools, the politicians, big business, coworkers, etc.), instead of using that time to find a new path.
Those who don’t give in have found ways to make themselves “adversity-proof.” Brafman call these individuals “tunnelers” because they burrow through obstacles. He defines three categories (Drive, Orientation and Contact) where make-life-happen people separate themselves from the let-life-happen herd.
Drive — In “the limelight effect,” tunnelers hold themselves accountable for their actions, reactions and choices. They see themselves as drivers, not passengers. Where others see the downside, they find vision, aspiration and inspiration.
Life has real meaning. Tunnelers know who they are and what they want from life. They take jobs that fuel their passion. Brafman references studies that show that meaning in life has a profound effect on long-term health. Those who “enjoy making plans for the future and working toward making them a reality” are less likely to develop Alzheimer’s or dementia.
Meaning and commitment go hand-in-hand. You won’t find “quit” in a tunnelers vocabulary. Obstacles and setbacks become what-will-work learning opportunities. They use self-performance reviews to propel motivation.
Orientation — Brafman found that tunnelers are not Type A personalities. “They are usually mild-mannered individuals who do not even realize that they are doing something extraordinary.” When asked how they overcame obstacles, the typical response was: “I never thought about it that way. I just live my life the best way I know how.”
Humor plays its role, too. I immediately thought about how Bill Cosby used humor to make light of life’s obstacles.
Contact — Tunnelers surround themselves with people who can bring out the best in them. They don’t want to hear “yes”; they seek guidance.
Key takeaway: There is no rest stop on the highway to success.
Jim Pawlak is a nationally syndicated book reviewer.
