A Quote by Leonard Saffir

In crisis management, be quick with the facts, slow with the blame. — © Leonard Saffir
In crisis management, be quick with the facts, slow with the blame.
What we call a financial crisis is really at its core a crisis of management, and not just a crisis of management, but a crisis of management culture. ...In other words, what you had is a detachment of people who know the business from people who are running the business.
A typical leader has - a natural tendency is to be defensive in the face of a crisis. The first reaction is to blame someone - or something - else. Often, the blame is aimed at something abstract or non-controllable, which often has nothing to do with the crisis but is adjacent to whatever is going on, so it's an easy target.
We continue to go from crisis to crisis, whether it is electricity or whether it is gas prices. We need comprehensive solutions, not patchwork crisis management. We wouldn't be in this situation today if Senate Democrats weren't holding up the national energy plan that the president proposed back in May of 2001.
Companies that do not actively practice, study, and plan for crisis communications - as well, of course, crisis management - are doomed to fail when a crisis befalls them. Crises are, in a word, inevitable, and those macho companies that think, "it can't happen here," or if it does, "I can handle it," will suffer the hardest failures.
Some people say that the climate crisis is something that we will have created, but that is not true, because if everyone is guilty then no one is to blame. And someone is to blame.
The facts are to blame, my friend. We are all imprisoned by facts: I was born, I exist.
No talent in management is worth more than the ability to master facts-not just any facts, but the ones that provide the best answers.
Facts are simple and facts are straight. Facts are lazy and facts are late. Facts all come with points of view. Facts don't do what I want them to. Facts just twist the truth around. Facts are living turned inside out.
When things go wrong, the standard management strategy is to decide who takes the blame. This should be an underling, as far down the chain as possible, but preferably with some visibility so people know management means business.
No theory ever agrees with all the facts in its domain, yet it is not always the theory that is to blame. Facts are constituted by older ideologies, and a clash between facts and theories may be proof of progress. It is also a first step in our attempt to find the principles implicit in familiar observational notions.
Quick to judge, quick to anger, slow to understand... prejudice, fear and ignorance walk hand-in-hand.
There has been a banking crisis, a financial crisis, an economic crisis, a social crisis, a geostrategic crisis and an environmental crisis. That's considerable in a country that's used to being protected.
Epidemic obesity is unquestionably a health crisis in the United States, and for that matter, in much of the world. But it is a crisis in slow motion, one that has crept up on us over years, and even decades.
My dear brothers, take note of this: Everyone should be quick to listen, slow to speak and slow to become angry, for man's anger does not bring about the righteous life that God desires.
The antitheist is quick to excoriate all religious belief by generically laying the blame at the door of all who claim to be religious, without distinction. By the same measure, why is there not an equal enthusiasm to distribute blame for violence engendered by some of the irreligious?
Too often, business schools teach academic crisis management theory, if that, but given the diverse and unique nature of crises, all the theory in the world will not help you manage an actual crisis unless you know the basic mechanics.
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