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Blindsided : A Manager's Guide to Crisis Leadership, 2nd Edition.

By: Contributor(s): Material type: TextTextPublisher: Brooksfield : Rothstein Associates, Incorporated, 2014Copyright date: ©2014Edition: 2nd edDescription: 1 online resource (459 pages)Content type:
  • text
Media type:
  • computer
Carrier type:
  • online resource
ISBN:
  • 9781931332712
Subject(s): Genre/Form: Additional physical formats: Print version:: BlindsidedDDC classification:
  • 658.473
LOC classification:
  • HF5549.5.E43 B598 2014
Online resources:
Contents:
Cover -- Title page -- Copyright -- Acknowledgments -- Dedication -- What Business Leaders Are Saying About Blindsided -- Author's Preface to the 2nd Edition -- Foreword by Luke R. Corbett -- Foreword by Daniel Diermeier -- Table of Contents -- PART 1: RESPONSE -- Introduction: Now What Do You Do? -- 0.1 Crisis Leadership Moments -- 0.2 Imagining the Worst, and Picturing What to Do -- 0.3 Crisis Phases -- 0.3.1 Impact Phase -- 0.3.2 Immediately Afterward -- 0.3.3 Hours Later -- 0.3.4 The Aftermath Phase -- 0.4 Managing Your Way Through a Crisis -- 0.4.1 Impact Phase -- 0.4.2 Immediately Afterward -- 0.4.3 Hours Later -- 0.4.4 The Aftermath Phase -- Chapter 1 Crisis Leadership: The Crisis Whisperer -- 1.1 Finding Crisis Leadership -- 1.2 Becoming a Crisis Whisperer -- 1.3 Be-Know-Do -- 1.3.1 What Do You Need to Be? -- 1.3.2 What Do You Need to Know? -- 1.3.3 What Do You Need to Do? -- 1.4 A Crisis Whisperer in Action -- 1.5 The Five Guiding Principles of Crisis Leadership -- 1.6 Crisis Leadership Mindset - CIA -- 1.6.1 Core Assets -- 1.6.2 Involved Stakeholders -- 1.6.3 Anticipation -- Chapter 2 Taking Decisive Action -- 2.1 Three Ways You Could Get the News -- 2.1.1 Personally Involved -- 2.1.2 Near But Not Involved -- 2.1.3 Remote From the Incident -- 2.2 Breaking It Down -- 2.3 You'll Need to Act Fast -- 2.4 The Hunt for Information: Four Questions -- 2.4.1 What Happened? -- 2.4.2 How Bad Is It? -- 2.4.3 What Is Being Done? -- 2.4.4 What Is the Potential for Escalation? -- 2.5 Keep the Big Picture in Mind -- 2.6 Crisis Decision-Making -- 2.7 Use a Model to Optimize Decision-Making -- 2.7.1 Scan -- 2.7.2 Identify -- 2.7.3 Predict -- 2.7.4 Decide -- 2.7.5 Execute -- 2.8 A Manager in Crisis -- 2.8.1 Damage Control -- 2.8.2 Orchestrating Your Response -- 2.8.3 The Imperative for Rapid Response -- 2.9 Four Categories of Concern -- 2.9.1 People.
2.9.2 Business Disruption -- 2.9.3 Reputation -- 2.9.4 Finances -- 2.10 Other Priority-Setting Strategies -- 2.11 Checklist of Immediate Action Items -- Chapter 3 Crisis Containment -- 3.1 We're Now Entering the Crisis Containment Phase -- 3.2 The Six Phases of Managing a Crisis -- 3.2.1 Phase 1: Notification and Activation -- 3.2.2 Phase 2: Fact Finding -- 3.2.3 Phase 3: Decision-Making -- 3.2.4 Phase 4: Prioritizing -- 3.2.5 Phase 5: Implementation -- 3.2.6 Phase 6: Purposeful De-escalation -- 3.3 Crisis Command Center (CCC) -- 3.3.1 Location -- 3.3.2 The Ideal Room -- 3.3.3 Other Possibilities -- 3.3.4 Special Roles -- 3.3.5 Additional Command Center Tips -- 3.4 Crisis Action Team(CAT) Leader -- 3.5 Initial CAT Meeting -- Chapter 4 Order Out of Chaos -- 4.1 Understanding the Crisis -- 4.2 Crisis Decision-Making Revisited -- 4.3 Common Crisis Management Problems - ACE -- 4.3.1 Authority -- 4.3.2 Communications -- 4.3.3 Expectations -- 4.4 Psychological First Aid -- 4.5 Rallying the Troops -- 4.5.1 Who Is Hurting? -- 4.5.2 Prepare for Family Members -- 4.5.3 Tell What They Know -- 4.6 Employee De-escalation Meetings -- 4.6.1 De-escalation Meeting Content -- 4.7 Taking Stock -- 4.8 A Tale of Two Traders -- 4.8.1 Background -- 4.8.2 All-Tech Response -- 4.8.3 Momentum Response -- 4.9 Day One CMT Checklist -- 4.10 Ten Questions to Assess Your Decisions and Actions -- Chapter 5 Crisis Communications -- 5.1 Setting the Ground Rules for Effective Crisis Communications -- 5.1.1 Delegating During a Crisis Response -- 5.1.2 Giving Information Out: Keeping Control of the Message -- 5.1.3 Honesty - the Best Policy - Does Not Mean Saying Everything -- 5.1.4 Communication Is a Human Art -- 5.2 Media Relations During a Crisis -- 5.2.1 Before a Press Conference or Interview -- 5.2.2 Working With the Press Corps -- 5.2.3 Beyond the News Media.
5.2.4 Protect Your People From Media Intrusions -- 5.2.5 Ongoing and Long-term Communications -- 5.3 Notifying Others of the Situation -- 5.3.1 Notification vs. Mobilization -- 5.3.2 Key Contacts -- 5.3.3 Beyond Phone Numbers -- 5.3.4 Emergency Response Team(ERT) -- 5.3.5 Crisis Management Team(CMT) -- 5.4 Notifying Throughout the Organization -- 5.4.1 Board of Directors -- 5.4.2 Corporate Counsel -- 5.4.3 Corporate Security -- 5.4.4 The Rest of the List -- 5.5 Delivering Initial Notification -- 5.6 Notifying Family of Fatalities and Serious Injury -- 5.7 A Team With Heart -- 5.8 Management With a Heart -- 5.8.1 Senior Management Visits -- 5.8.2 Saying the Right Thing When it Matters -- Chapter 6 Reputation Management -- 6.1 The Age of Crises -- 6.2 The Good Samaritan Principle -- 6.2.1 Response of Wal-Mart and Sears to Hurricanes Katrina and Sandy -- 6.3 Trust-Building Components -- 6.3.1 Transparency -- 6.3.2 Expertise -- 6.3.3 Commitment -- 6.3.4 Empathy -- 6.4 Anticipation and Preparation -- 6.5 Leading Under Pressure -- 6.5.1 The Psychology of Reputation -- 6.5.2 The Anatomy of Blame -- 6.5.3 Crisis Leadership Roles -- 6.5.4 Outside Advisors and Consultants -- 6.6 Towards a Reputation Management Capability -- Chapter 7 Establishing the New Normal -- 7.1 It's Back to Work We Go -- 7.2 Your Window of Opportunity -- 7.3 The First Day Back -- 7.3.1 The Management Briefing -- 7.3.2 Ways of Listening -- 7.4 A Program for Recovery: Psychological First Aid -- 7.4.1 Traditional Psychological Debriefings Not Recommended -- 7.4.2 Positive Coping Strategies Needed -- 7.4.3 Individual Assessment and Counseling -- 7.4.4 Early Intervention -- 7.5 Phasing Back Into Productive Work -- 7.5.1 Supervisory Monitoring -- 7.5.2 Purposeful Disengagement -- 7.5.3 Anniversary Effect -- 7.6 Operational Debriefing for Lessons-Learned -- PART 2: PREPAREDNESS.
Chapter 8 The First Steps to Preparedness -- 8.1 The Financial Impact of Preparedness -- 8.2 The Prepared Manager -- 8.2.1 How Prepared Are You? -- 8.3 Crisis Management Is About People -- 8.3.1 Impacted Employees -- 8.3.2 Your Organization Is a Human System -- 8.3.3 Good vs. Poor Crisis Response -- 8.4 The Process of Preparedness -- 8.4.1 Applying the Five Steps: Two Examples -- 8.4.1.1 Workplace Violence -- 8.4.1.2 Executive Air Travel -- 8.5 Set up the Crisis Planning Committee (CPC) -- 8.5.1 Multidisciplinary Perspectives -- 8.5.2 Team Decision-Making Works -- 8.5.3 A Daunting Task Demands a Strong Group Effort -- 8.6 How to Set Up a CPC -- 8.6.1 Determine the Scope -- 8.6.2 Identify Champions -- 8.6.3 Select the CPC Members -- 8.6.3.1 WhyYou Need an Attorney -- 8.6.3.2 Select a Consultant -- 8.6.4 Set an Agenda -- 8.6.5 Establish a Budget -- 8.6.6 Make a Schedule -- 8.6.7 Conduct the Meetings -- 8.6.8 What to Avoid as a CPC -- Chapter 9 Analyzing Your Foreseeable Risks -- 9.1 How Societal Change Has Generated Risks -- 9.2 The Ripple Effect of Vulnerability -- 9.3 Identifying and Analyzing Foreseeable Risks -- 9.3.1 Thinking About Likely Scenarios -- 9.4 What's Likely to Happen? Analyzing Crisis Probability -- 9.4.1 Risk Analysis Checklist -- 9.5 How Bad Could It Be? Analyzing Crisis Severity -- 9.5.1 Protecting Your Core Assets -- 9.5.2 Blame Revisited -- 9.5.3 Plotting Probability and Severity on the Foreseeable Risk Analysis Grid -- 9.5.4 Additional Considerations in Assessing Severity -- 9.5.4.1 Legal Liability -- 9.5.4.2 Public Relations -- 9.5.4.3 Investors -- 9.5.4.4 Safety -- 9.5.4.5 Productivity -- 9.5.4.6 Outrage -- 9.5.4.7 Recruiting -- 9.5.4.8 Key Relationships -- Chapter 10 Evaluating Your Existing Crisis Procedures -- 10.1 Evaluate and Enhance Your Strengths -- 10.2 Leverage Your Strengths to Enhance Preparedness -- 10.2.1 Time.
10.2.2 Money -- 10.2.3 Effort -- 10.3 Existing Controls: Where to Look and What to Look For -- 10.4 What You Should Look For: Clear Strategy and Good Tactics -- 10.4.1 Assessing Strategy and Tactics: One Example -- 10.4.1.1 Validity vs. Reliability -- 10.4.1.2 Strategy -- 10.4.2 Leave No Strategy or Tactic Unevaluated -- 10.4.3 Now Enhance Your Strengths -- 10.5 Common Elements of Preparedness Plans -- 10.5.1 Security Risks -- 10.5.2 Cyber Security -- 10.5.3 Public Relations (PR) -- 10.5.4 Company Website -- 10.5.5 Crisis Command Center -- 10.5.6 Backup Command Center Location -- 10.5.7 Notification Plans -- Chapter 11 Organizing New Controls and Drafting Your New Plans -- 11.1 Addressing Weaknesses Through Controls -- 11.1.1 Benchmarking New Controls -- 11.1.2 Brainstorming New Controls -- 11.2 Use a Scenario to Imagine the Worst - and Control It -- 11.2.1 Select a Scenario forYour Brainstorming -- 11.2.2 Consider the Stakeholders -- 11.2.3 Examine Possible Consequences -- 11.2.4 Anticipate Cascading Effects -- 11.3 The Reasonable Person Test -- 11.3.1 Example: Security Fence -- 11.3.2 Example: Airline Security -- 11.3.3 Value of the Reasonable Person Test -- 11.4 The Darker Side of "Reasonable": Pan Am 103 -- 11.5 Primary vs. Secondary Prevention: Negotiating Hostage Release -- 11.6 Bringing It Down to Earth: Identifying New Controls -- 11.7 No Company Is an Island -- 11.8 New Controls Can Challenge Your Culture -- 11.9 Consider the Whole System -- 11.10 Integration -- 11.10.1 Three Tiers Within Your Crisis Planning -- 11.11 Addressing Unique Cultural Issues in Your Plan -- 11.11.1 Anticipating Resistance and "Smoothing in" New Controls -- 11.11.2 Don't Go It Alone -- 11.12 Gaining Senior Management Buy-In -- 11.12.1 Reframe Your Role -- 11.12.2 Executive Sponsor -- 11.12.3 Know the Landscape -- 11.12.4 Additional Resources.
11.12.5 Monitor, Monitor, Monitor.
Summary: Uniquely two-books-in-one, this 2nd Edition of Blindsided covers both Crisis Response and Crisis Preparedness and interweaves the principles of Crisis Leadership throughout every step.
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Cover -- Title page -- Copyright -- Acknowledgments -- Dedication -- What Business Leaders Are Saying About Blindsided -- Author's Preface to the 2nd Edition -- Foreword by Luke R. Corbett -- Foreword by Daniel Diermeier -- Table of Contents -- PART 1: RESPONSE -- Introduction: Now What Do You Do? -- 0.1 Crisis Leadership Moments -- 0.2 Imagining the Worst, and Picturing What to Do -- 0.3 Crisis Phases -- 0.3.1 Impact Phase -- 0.3.2 Immediately Afterward -- 0.3.3 Hours Later -- 0.3.4 The Aftermath Phase -- 0.4 Managing Your Way Through a Crisis -- 0.4.1 Impact Phase -- 0.4.2 Immediately Afterward -- 0.4.3 Hours Later -- 0.4.4 The Aftermath Phase -- Chapter 1 Crisis Leadership: The Crisis Whisperer -- 1.1 Finding Crisis Leadership -- 1.2 Becoming a Crisis Whisperer -- 1.3 Be-Know-Do -- 1.3.1 What Do You Need to Be? -- 1.3.2 What Do You Need to Know? -- 1.3.3 What Do You Need to Do? -- 1.4 A Crisis Whisperer in Action -- 1.5 The Five Guiding Principles of Crisis Leadership -- 1.6 Crisis Leadership Mindset - CIA -- 1.6.1 Core Assets -- 1.6.2 Involved Stakeholders -- 1.6.3 Anticipation -- Chapter 2 Taking Decisive Action -- 2.1 Three Ways You Could Get the News -- 2.1.1 Personally Involved -- 2.1.2 Near But Not Involved -- 2.1.3 Remote From the Incident -- 2.2 Breaking It Down -- 2.3 You'll Need to Act Fast -- 2.4 The Hunt for Information: Four Questions -- 2.4.1 What Happened? -- 2.4.2 How Bad Is It? -- 2.4.3 What Is Being Done? -- 2.4.4 What Is the Potential for Escalation? -- 2.5 Keep the Big Picture in Mind -- 2.6 Crisis Decision-Making -- 2.7 Use a Model to Optimize Decision-Making -- 2.7.1 Scan -- 2.7.2 Identify -- 2.7.3 Predict -- 2.7.4 Decide -- 2.7.5 Execute -- 2.8 A Manager in Crisis -- 2.8.1 Damage Control -- 2.8.2 Orchestrating Your Response -- 2.8.3 The Imperative for Rapid Response -- 2.9 Four Categories of Concern -- 2.9.1 People.

2.9.2 Business Disruption -- 2.9.3 Reputation -- 2.9.4 Finances -- 2.10 Other Priority-Setting Strategies -- 2.11 Checklist of Immediate Action Items -- Chapter 3 Crisis Containment -- 3.1 We're Now Entering the Crisis Containment Phase -- 3.2 The Six Phases of Managing a Crisis -- 3.2.1 Phase 1: Notification and Activation -- 3.2.2 Phase 2: Fact Finding -- 3.2.3 Phase 3: Decision-Making -- 3.2.4 Phase 4: Prioritizing -- 3.2.5 Phase 5: Implementation -- 3.2.6 Phase 6: Purposeful De-escalation -- 3.3 Crisis Command Center (CCC) -- 3.3.1 Location -- 3.3.2 The Ideal Room -- 3.3.3 Other Possibilities -- 3.3.4 Special Roles -- 3.3.5 Additional Command Center Tips -- 3.4 Crisis Action Team(CAT) Leader -- 3.5 Initial CAT Meeting -- Chapter 4 Order Out of Chaos -- 4.1 Understanding the Crisis -- 4.2 Crisis Decision-Making Revisited -- 4.3 Common Crisis Management Problems - ACE -- 4.3.1 Authority -- 4.3.2 Communications -- 4.3.3 Expectations -- 4.4 Psychological First Aid -- 4.5 Rallying the Troops -- 4.5.1 Who Is Hurting? -- 4.5.2 Prepare for Family Members -- 4.5.3 Tell What They Know -- 4.6 Employee De-escalation Meetings -- 4.6.1 De-escalation Meeting Content -- 4.7 Taking Stock -- 4.8 A Tale of Two Traders -- 4.8.1 Background -- 4.8.2 All-Tech Response -- 4.8.3 Momentum Response -- 4.9 Day One CMT Checklist -- 4.10 Ten Questions to Assess Your Decisions and Actions -- Chapter 5 Crisis Communications -- 5.1 Setting the Ground Rules for Effective Crisis Communications -- 5.1.1 Delegating During a Crisis Response -- 5.1.2 Giving Information Out: Keeping Control of the Message -- 5.1.3 Honesty - the Best Policy - Does Not Mean Saying Everything -- 5.1.4 Communication Is a Human Art -- 5.2 Media Relations During a Crisis -- 5.2.1 Before a Press Conference or Interview -- 5.2.2 Working With the Press Corps -- 5.2.3 Beyond the News Media.

5.2.4 Protect Your People From Media Intrusions -- 5.2.5 Ongoing and Long-term Communications -- 5.3 Notifying Others of the Situation -- 5.3.1 Notification vs. Mobilization -- 5.3.2 Key Contacts -- 5.3.3 Beyond Phone Numbers -- 5.3.4 Emergency Response Team(ERT) -- 5.3.5 Crisis Management Team(CMT) -- 5.4 Notifying Throughout the Organization -- 5.4.1 Board of Directors -- 5.4.2 Corporate Counsel -- 5.4.3 Corporate Security -- 5.4.4 The Rest of the List -- 5.5 Delivering Initial Notification -- 5.6 Notifying Family of Fatalities and Serious Injury -- 5.7 A Team With Heart -- 5.8 Management With a Heart -- 5.8.1 Senior Management Visits -- 5.8.2 Saying the Right Thing When it Matters -- Chapter 6 Reputation Management -- 6.1 The Age of Crises -- 6.2 The Good Samaritan Principle -- 6.2.1 Response of Wal-Mart and Sears to Hurricanes Katrina and Sandy -- 6.3 Trust-Building Components -- 6.3.1 Transparency -- 6.3.2 Expertise -- 6.3.3 Commitment -- 6.3.4 Empathy -- 6.4 Anticipation and Preparation -- 6.5 Leading Under Pressure -- 6.5.1 The Psychology of Reputation -- 6.5.2 The Anatomy of Blame -- 6.5.3 Crisis Leadership Roles -- 6.5.4 Outside Advisors and Consultants -- 6.6 Towards a Reputation Management Capability -- Chapter 7 Establishing the New Normal -- 7.1 It's Back to Work We Go -- 7.2 Your Window of Opportunity -- 7.3 The First Day Back -- 7.3.1 The Management Briefing -- 7.3.2 Ways of Listening -- 7.4 A Program for Recovery: Psychological First Aid -- 7.4.1 Traditional Psychological Debriefings Not Recommended -- 7.4.2 Positive Coping Strategies Needed -- 7.4.3 Individual Assessment and Counseling -- 7.4.4 Early Intervention -- 7.5 Phasing Back Into Productive Work -- 7.5.1 Supervisory Monitoring -- 7.5.2 Purposeful Disengagement -- 7.5.3 Anniversary Effect -- 7.6 Operational Debriefing for Lessons-Learned -- PART 2: PREPAREDNESS.

Chapter 8 The First Steps to Preparedness -- 8.1 The Financial Impact of Preparedness -- 8.2 The Prepared Manager -- 8.2.1 How Prepared Are You? -- 8.3 Crisis Management Is About People -- 8.3.1 Impacted Employees -- 8.3.2 Your Organization Is a Human System -- 8.3.3 Good vs. Poor Crisis Response -- 8.4 The Process of Preparedness -- 8.4.1 Applying the Five Steps: Two Examples -- 8.4.1.1 Workplace Violence -- 8.4.1.2 Executive Air Travel -- 8.5 Set up the Crisis Planning Committee (CPC) -- 8.5.1 Multidisciplinary Perspectives -- 8.5.2 Team Decision-Making Works -- 8.5.3 A Daunting Task Demands a Strong Group Effort -- 8.6 How to Set Up a CPC -- 8.6.1 Determine the Scope -- 8.6.2 Identify Champions -- 8.6.3 Select the CPC Members -- 8.6.3.1 WhyYou Need an Attorney -- 8.6.3.2 Select a Consultant -- 8.6.4 Set an Agenda -- 8.6.5 Establish a Budget -- 8.6.6 Make a Schedule -- 8.6.7 Conduct the Meetings -- 8.6.8 What to Avoid as a CPC -- Chapter 9 Analyzing Your Foreseeable Risks -- 9.1 How Societal Change Has Generated Risks -- 9.2 The Ripple Effect of Vulnerability -- 9.3 Identifying and Analyzing Foreseeable Risks -- 9.3.1 Thinking About Likely Scenarios -- 9.4 What's Likely to Happen? Analyzing Crisis Probability -- 9.4.1 Risk Analysis Checklist -- 9.5 How Bad Could It Be? Analyzing Crisis Severity -- 9.5.1 Protecting Your Core Assets -- 9.5.2 Blame Revisited -- 9.5.3 Plotting Probability and Severity on the Foreseeable Risk Analysis Grid -- 9.5.4 Additional Considerations in Assessing Severity -- 9.5.4.1 Legal Liability -- 9.5.4.2 Public Relations -- 9.5.4.3 Investors -- 9.5.4.4 Safety -- 9.5.4.5 Productivity -- 9.5.4.6 Outrage -- 9.5.4.7 Recruiting -- 9.5.4.8 Key Relationships -- Chapter 10 Evaluating Your Existing Crisis Procedures -- 10.1 Evaluate and Enhance Your Strengths -- 10.2 Leverage Your Strengths to Enhance Preparedness -- 10.2.1 Time.

10.2.2 Money -- 10.2.3 Effort -- 10.3 Existing Controls: Where to Look and What to Look For -- 10.4 What You Should Look For: Clear Strategy and Good Tactics -- 10.4.1 Assessing Strategy and Tactics: One Example -- 10.4.1.1 Validity vs. Reliability -- 10.4.1.2 Strategy -- 10.4.2 Leave No Strategy or Tactic Unevaluated -- 10.4.3 Now Enhance Your Strengths -- 10.5 Common Elements of Preparedness Plans -- 10.5.1 Security Risks -- 10.5.2 Cyber Security -- 10.5.3 Public Relations (PR) -- 10.5.4 Company Website -- 10.5.5 Crisis Command Center -- 10.5.6 Backup Command Center Location -- 10.5.7 Notification Plans -- Chapter 11 Organizing New Controls and Drafting Your New Plans -- 11.1 Addressing Weaknesses Through Controls -- 11.1.1 Benchmarking New Controls -- 11.1.2 Brainstorming New Controls -- 11.2 Use a Scenario to Imagine the Worst - and Control It -- 11.2.1 Select a Scenario forYour Brainstorming -- 11.2.2 Consider the Stakeholders -- 11.2.3 Examine Possible Consequences -- 11.2.4 Anticipate Cascading Effects -- 11.3 The Reasonable Person Test -- 11.3.1 Example: Security Fence -- 11.3.2 Example: Airline Security -- 11.3.3 Value of the Reasonable Person Test -- 11.4 The Darker Side of "Reasonable": Pan Am 103 -- 11.5 Primary vs. Secondary Prevention: Negotiating Hostage Release -- 11.6 Bringing It Down to Earth: Identifying New Controls -- 11.7 No Company Is an Island -- 11.8 New Controls Can Challenge Your Culture -- 11.9 Consider the Whole System -- 11.10 Integration -- 11.10.1 Three Tiers Within Your Crisis Planning -- 11.11 Addressing Unique Cultural Issues in Your Plan -- 11.11.1 Anticipating Resistance and "Smoothing in" New Controls -- 11.11.2 Don't Go It Alone -- 11.12 Gaining Senior Management Buy-In -- 11.12.1 Reframe Your Role -- 11.12.2 Executive Sponsor -- 11.12.3 Know the Landscape -- 11.12.4 Additional Resources.

11.12.5 Monitor, Monitor, Monitor.

Uniquely two-books-in-one, this 2nd Edition of Blindsided covers both Crisis Response and Crisis Preparedness and interweaves the principles of Crisis Leadership throughout every step.

Description based on publisher supplied metadata and other sources.

Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2024. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries.

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