| When a company is a victim of a smear | | | | and apparently great power and control over their |
| campaign in the media, the reaction of some | | | | adversaries. But this is temporary because of the |
| officials is too emotional and sometimes filled with | | | | thoughtless act and strong emotion of the |
| anger, which leads to mistakes and officials may | | | | enemies. Being permanently reactive, makes a |
| say things that may hurt rather than helping and | | | | company and its officials exhausted until they can |
| aggravating the already difficult situation. | | | | no longer continue irretrievably. Instead of getting |
| This is when we read in newspapers that a | | | | carried away by emotions, the company should |
| company is suddenly sued by journalists or media | | | | hire an expert in crisis management to design and |
| managers. Handling of this crisis is useless because | | | | implement a risk communication strategy with a |
| it wastes valuable resources in activities that do | | | | direction and heading with respect. |
| nothing to help protect the corporate image which | | | | A communication strategy based on clear |
| has been damaged. | | | | objectives or positioning is not based on emotions |
| When emotion prevails over the strategic vision, | | | | of anger or impulse by your manager or director, |
| that is when we start making mistakes and | | | | who may have better results in resolving the |
| without realizing it suddenly we find officials | | | | crisis which is well underway. |
| making statements to the press on the issues of | | | | In managing a crisis situation, where the company |
| the opponents: From this moment one is setting | | | | has to act immediately, strategic thinking must |
| the agenda and must have lost control of the | | | | prevail even over reason and emotion to take |
| themes of public debate and not get carried away | | | | power. The essence of power is the ability to |
| by emotions. | | | | maintain the initiative, to make others react to |
| It is not recommended that the Crisis Committee | | | | our actions and to ensure that opponents are |
| is led by highly emotional people who confuse | | | | always on the defensive. This will enable us to |
| aggression with effective action. These people can | | | | always drive the agenda, thus having the power |
| not act as spokespersons for it is easy to lose | | | | and control over issues of public debate. |
| control and make mistakes at every turn. | | | | In conclusion: The crisis management must be |
| It has been repeated many times in history | | | | more strategic than emotional, just as we must |
| aggressive managers or directors conducted a | | | | be proactive rather than reactive. |
| series of bold moves that gave them a reaction | | | | |