Communicating When A Crisis Strikes

Written by Robert F. Abbott

Continued from page 1

Third, after taking responsibility and apologizing,repparttar president explained whatrepparttar 143504 company was doing to fixrepparttar 143505 system.

His description ofrepparttar 143506 fixes also tookrepparttar 143507 right tack. He made no attempt to describerepparttar 143508 technical nature ofrepparttar 143509 fixes, nor did he try to impress us with how hard he and his people had worked. He simply explained that backup and warning systems were being put into place, and should prevent further outages fromrepparttar 143510 same sources.

Fourth, he promised thatrepparttar 143511 affected customers would get two weeks of free service, to compensate for their inconvenience.

That's an excellent way to communicate a company's sincerity. Whilerepparttar 143512 apology and acknowledgment would satisfy many customers,repparttar 143513 offer of compensation underlined a genuine interest in customer satisfaction.

So, this effective communication strategy had four parts: first, it acknowledgedrepparttar 143514 problem and took responsibility for it; second, it offered an apology; third, it explained what it was doing to fixrepparttar 143515 problem; and fourth, it offered compensation to those who had been affected.

Of course, simply communicating in a crisis situation wonrepparttar 143516 company some recognition. And having communicated well maderepparttar 143517 initiative that much effective.

In summary, crisis situations make special communication demands on organizations. This company rose torepparttar 143518 occasion by not only fixingrepparttar 143519 problem, but also by communicating effectively withrepparttar 143520 people who were affected.

Robert F. Abbott writes and publishes Abbott's Communication Letter. Learn how you can use communication to help achieve your goals, by reading articles or subscribing to this ad-supported newsletter. An excellent resource for leaders and managers, at:

Mission and Vision Statements - Foundational to Successful Change

Written by Don Midgett

Continued from page 1

How can any organization, regardless ofrepparttar type or size, become truly successful if they cannot answerrepparttar 143241 fundamental questions “Why do we exist” and “Where are we going?” Mission and Vision Statements answer these all-important questions. It is important to understandrepparttar 143242 difference between a Mission Statement and a Vision Statement andrepparttar 143243 role of each.

A Mission Statement is a declaration as to why an organization exists and definesrepparttar 143244 businessrepparttar 143245 organization is currently in. Mission Statements concentrate onrepparttar 143246 present and are a reflection of an organization’s core competencies –repparttar 143247 basic skills or products provided.

A Vision Statement focuses onrepparttar 143248 future. It states what you wantrepparttar 143249 organization to be. Vision Statements come fromrepparttar 143250 heart as well asrepparttar 143251 head. A Vision Statement represents a realistic dream for an organization and forces it to take a stand for a preferred future.

Mission and Vision Statements are critical torepparttar 143252 success of strategic planning. A Mission Statement identifies a starting point or current state of business, but a Vision Statement is necessary for an organization to determinerepparttar 143253 direction that should be pursued. Asrepparttar 143254 Cheshire Cat inrepparttar 143255 Adventures of Alice in Wonderland explained to little Alice, “If you do not know where you are going, it does not matter which road you take.” Withoutrepparttar 143256 clarity of vision, your strategic plan – your roadmap to achieve your vision – may prove useless. A strategic plan that is not constructed using a Mission Statement as its foundation and a Vision Statement asrepparttar 143257 way to set attainable goals for a foreseeable future usually send an organization into planning limbo.

In addition to their importance in strategic planning, effective Mission and Vision Statements have other visible benefits. These statements: •Help with decision making •Articulate a reason for being •Create organizational unity •Help link diverse organizational units •Provide focus and direction •Motivate organizational members toward a more desirable future

Once Mission and Vision Statements have been developed, they must be continually communicated, tested and lived by those withinrepparttar 143258 organization. This is key to ensuring thatrepparttar 143259 vision stays alive and works. Mission and Vision Statements are essential for an organization’s successful future but they do not come about without deliberate effort and commitment, by both employees and management.

The oftentime hesitation by an organization’s leadership is understandable. By their very nature, Mission and Vision Statements will bring about change and change is typically accompanied by additional costs and risks. However, rather than fear it, management must embracerepparttar 143260 concept. Some management tools fail to affect any change; but here is one that will do so if properly implemented. Thereforerepparttar 143261 focus should be on ensuring that an organization’s mission(s) and vision(s) are properly aligned and used so that their benefits can be realized. Be a vision driven business or organization rather thanrepparttar 143262 typical problem driven business.

Don Midgett Author

Don Midgett is Managing Partner for The GenesisGroup, helping organizations and leaders discover their full potential. To learn more about effective Mission and Vision Statements and Don go to For workshops, speaking engagements or teleseminars, contact The Genesis Group at 805-646-1740.

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