Wilkinson Butler’s Post

Resolving crises well involves constant learning. And avoiding crises involves constant thinking. More so now, I think:  First, community expectations are changing rapidly. Second, the information revolution/AI/etc. means what we say or do reaches more people, more rapidly. And echo chambers magnify responses, in often unanticipated ways. And yes, the two are related. Together they mean what we communicate needs more thought – balancing risk and reward.    Below are three examples, we think, of failure to ‘read the room’:   The axing of the Australia Day celebrations by pub owner, Australian Venue Co. The instant unintended consequence on the patrons of some of their 200 pubs required a hasty apology and reversal. Reputation repair is now needed.   Lesson? Consider carefully the impact on your most important audience. Woke is good but only with woke people.       CBA quickly rescinded their ‘greedy’ $3 withdrawal fee announcement. I wonder if, in this monolith, the left hand didn’t know what the right… etc? It doesn’t take a lot of experience to know that there would be a backlash when the big issue is cost-of-living. Is it possible they deliberately threw a communication hand grenade to get the news out there well before the now-postponed January change? That’s brutal. But sometimes politicians say something outrageous to kickstart change. Very Trumpian!   Lesson? Where communication involves change, slow down. Design a campaign, not an announcement.   Albo’s misstep on The Voice. My armchair historian colleagues say this ‘fail to read the room’ will be regretted for decades, up there with some of the events that embroiled the Whitlam Government half a century ago. The wisdom even before The Voice campaign was that the PM needed bi-partisan support, plus across-the-board Indigenous support for the referendum to have a chance of success.   Lesson? Consider carefully, and cover-off, the risks.    With planning we avoid some unintended consequences. In my experience, people are naturally short-term thinkers (tactical). Strategic thinking takes thinking time. And experience.   My three main tips:   First, be clear on where we want a decision to take our organisation or reputation. This is the first question we ask in a crisis, “We are at Pont A, what is Point B?” A strategic thinker will look beyond the crisis, combining short and long-term outcomes. Hence the cautiously used cliché, ‘Don’t waste a crisis’.   Second, list the stakeholders, prioritise, and massage our messaging to suit all.    Third, plan the steps to Point B. And don’t forget resourcing (time, money, people).

"The phenomenon where certain events escalate into #crises while others with potentially more severe effects fail to garner the same collective attention or emotional response is increasingly unsurprising to my eyes. Over time, we hone the skill of estimating whether an event will remain a passing #news item, evolve into a significant topic, or intensify into a crisis. Experience suggests that the event’s context inherently influences the outcome", writes Irene Proto. If you want to discover the factors that allow you to estimate the potential of an event, real or invented, to become a crisis, don't miss this reading. Read the whole article here ➡ https://lnkd.in/dFW7T5gq If you wish to contribute to fostering a resilient culture, do not hesitate to reach out to us! #InspiringResilience #article #OrganizationalResilience #strategicforesight #socialmedia #socialnetworks #complexity #crisiscommunication #crisismanagement #crisis #communication

Why do some events become crises while others do not? I tried to answer this question in an article I wrote for The Crisis Response Journal, which is now also available on About Resilience (soon in Italian too, I promise!). It's a question I've pondered for a long time, from both my professional perspective and as a citizen. As almost goes without saying, it largely depends on the context of the moment and the interpretation given to the situation, but also on the belief that mobilizing can provoke reactions and the ease of understanding and relating to these events. If you would like to, let me know what you think about it! #crisismanagement #crisiscommunication #socialmedia #socialnetwork #complexitymanagement #strategicforesight #gestionedicrisi #reputationmanagement

OVERTURE: CRISIS SIGNIFICANCE AND MANAGEMENT If you agree with me that the global society as a whole is not void of imperfections that affects us as human on a daily basis, as a result, affects every activities around our existence including business activities then you will agree that crisis is a significant aspect of life that propels development, advancement and a near-perfection, hence, the ability to effectively manage crisis is responsible for every notable achievement that mankind has ever made. However, crisis in a simple term is that situations that threatens the normal order of activities and requires immediate or spontaneous intervention to put such disorderly activities in order or making it better. In anotherword, a crisis time is that time a firm decision has to be taken to either make worse or better the unwanted situation at hand. Frankly speaking, the cognizance of the fact that humans are the most unpredictable and reacts to varying situations in varying manners is a pointer that crisis is inevitable leading to the need for crisis management which is the ability to be able to foresee crisis ahead of time and make provisions to either prevent or suppress it before it is fully blown up or counter it when it eventually prevails. Nonetheless, crisis itself is what makes us discover opportunities that we would not have ordinarily spotted, hence, it is necessary to emphasis that crisis is part of the order of existence and can not be outrightly prevented but a good sense of its management unravels opportunities in covert. Conclusively, the ability to manage crisis effectively is essential for every individual just as it is essential for every corporate activities especially business activities, as a result, must be deliberate in application and not be left to be tackled only by instinct, instead, by professional and experiential approach making. #CrisisManagement #GlobalChallenges #OpportunityInCrisis #StrategicThinking #BusinessResilience #RiskMitigation #LeadershipDevelopment #ProblemSolving #PreventionIsKey #ProfessionalDevelopment

When a crisis knocks on your door, are you ready to open it with confidence? At ÜLKA company, we know how quickly events can unfold and how important it is to be prepared for any challenge. That's why today I want to share our experience of creating an effective plan that helped us not only survive the most difficult moments but also find new opportunities for growth. The first step in creating a plan for ÜLKA was to identify potential risks. We thoroughly analyzed all aspects of our business - from production to distribution - to understand where problems could arise. This allowed us to prepare for various scenarios and avoid significant losses. The next key point is to build a strong team that will be ready to respond to crisis situations. Everyone should clearly understand their role and responsibility in emergency situations. This readiness to act ensures that any difficulties that may arise can be effectively overcome. Another important aspect of our approach is transparency and communication. In times of crisis, it is important to be open with your employees, partners and customers, which will not only maintain trust in your brand, but also help you attract support when you need it most. And finally, a practical piece of advice that we learned from our own experience: don't be afraid to learn from your mistakes. A crisis can be the best teacher. Analyze what went wrong and use this knowledge to improve your plan for the future. After all, every crisis is not only a challenge but also an opportunity for growth. How do you prepare your business for possible emergencies? Share your experience in the comments.

The instability and pressure inherent during a crisis situation invokes a feeling of unpredictability and uncertainty about the future. But if you bend the ear of someone that has been through many crises before, it turns out that there are some consistencies. As we’ve reflected back on the crises before, patterns emerge. These patterns are not certain, of course, but happen often enough that we can expect they will likely occur again. This can help with planning for and navigating the crises that happens tomorrow. https://lnkd.in/ehreS_z

Your organization can be most vulnerable to decline when you least expect it. Here are the top six seasons when organizations are most vulnerable to a crisis. https://lnkd.in/ehvk-xWE

EVERY CRISIS OFFERS OPPORTUNITIES The Chinese character for crisis is made up of two parts: 'threat' and 'opportunity'. Very often, a crisis is only looked at from the perspective of threat. It is naturally important to be aware of the dangers of a crisis. The focus will first be on preventing or limiting the damage. Not only for those affected, but also for you. After all, a crisis can have a considerable impact, for example on your financial position or your reputation. However, it is also worth looking at the opportunities presented by a crisis. This is not just about the lessons that can be learned and the room that exists for improvement. A crisis is also an opportunity to show that you as an organization can handle difficult situations well. And that you are absolutely worthy of the public's trust. If you act openly and decisively, a crisis can even have a positive effect on your organization's image and reputation. Particularly in bad times, you can show what you stand for and that you are prepared, if necessary, to distance yourself from excesses, such as the behavior of an employee that absolutely does not fit in with the norms and values of the organization. Know what is expected of you to bring the crisis to a successful conclusion by monitoring the situation and listening closely to the public. And make sure you meet these expectations. After all, the public expects you to take responsibility in a crisis and to take visible action. This is now in fact even more important than the incident itself. A crisis gives you the opportunity to show leadership and take responsibility. And if you do that, you command respect. If you fail to do so, the public will come down hard on you. #crisiscommunications #crisismanagement

There are several factors that influence the likelihood of an event becoming a #crisis, especially in digital environments where serious reputational threats can sometimes arise from a single post or a #fakenews story that suddenly goes viral. In this article, Irene Proto, crisis management and crisis communication advisor and complexity expert, discusses these factors. "To understand the dynamics of how an event, real or not, evolves from a 'topic' to a 'crisis' in the digital environment, it is necessary to deeply understand the context and changes that the web, and particularly social media, have brought about for organizations," she writes. Learn more by reading "From News to Crisis: Key Factors in Event Escalation" ⬇ #InspiringResilience #article #OrganizationalResilience #strategicforesight #socialmedia #socialnetworks #complexity #crisiscommunication #crisismanagement #crisis #communication

Tackling Crisis, Finding Your Own Way Out Crisis is inevitable. Whether it’s on the job site, in business, or in personal life, challenges arise that test our limits. But here’s the truth: no one else can rescue you from a crisis. You must take ownership, think creatively, and find solutions that work for you. Recently, I witnessed a powerful example of this mindset. Faced with a seemingly insurmountable problem, instead of panicking or waiting for help, someone found another way around. It wasn’t the obvious path, but it worked—and it reminded me of some key strategies for navigating tough situations: 1. Accept Reality The first step to overcoming a crisis is acknowledging it. Denial wastes time and energy. Accept what’s happening and shift your focus to what can be done. 2. Think Creatively Standard solutions don’t always apply in extraordinary situations. Think outside the box. Ask yourself: Is there another resource I can use? Can I reframe this challenge as an opportunity? What haven’t I tried yet? 3. Take Responsibility No one else can own your crisis like you can. It’s your challenge, and you’re best equipped to tackle it. Don’t wait for rescue—start taking action, no matter how small the steps. 4. Leverage Your Network While the responsibility is yours, collaboration is invaluable. Reach out to trusted teammates, mentors, or peers for ideas. A fresh perspective can unlock solutions you hadn’t considered. 5. Adapt and Overcome Sometimes the path forward isn’t a straight line. It might mean going around, over, or under the problem. The key is to stay adaptable, resilient, and focused on the goal. The Hard Truth No one can save you from a crisis, but you can save yourself. Whether it’s finding an unconventional solution, changing your mindset, or rallying the right resources, the power to move forward is in your hands. Crisis is not the end, it’s a challenge to grow stronger, think smarter, and emerge better. Remember, it’s not just about finding one way out; sometimes, it’s about finding another way around.