This part of the workshop includes a discussion of best practices in combination with 2-3 short exercises that tests reputational risk awareness, understanding of key stakeholder expectations, and the quality and speed of strategic decision-making. During the morning, we cover:

• The nature of crisis and reputational risk
• How to respond to reputational, “self-inflicted” crises, not just physical emergencies
• The differences between emergency and crisis management and how to ensure effective alignment
• The optimal crisis management team
• The critical elements of decision-making in a crisis and how it differs from business as usual
• Understanding the human factor—both on the institution and on oneself
• Team dynamics including how to avoid groupthink—or worse, bunker mentality—to get the very best from your team
• Communications strategies, the role of social media and speaking with the press, or not
• The role of the president and board during a crisis
• Getting ahead of the issue—understanding the role of context and externalities, including political pressure and unrelated events

Culture and management processes necessary to prevent a crisis from occurring in the first place