Top 1200 Crisis Management Quotes & Sayings

The wound-tight, travel-light Obama has a distaste for the adversarial and the random. But if you stick too rigidly to a 'No Drama' rule in the White House, you risk keeping reality at bay. Presidencies are always about crisis management.

Good governance is not fire-fighting or crisis-management. Instead of opting for ad-hoc solutions the need of the hour is to tackle the root cause of the problems.

The crisis of the church is not at its deepest level a crisis of authority, or a crisis of dogmatic theology. It is a crisis of powerlessness in which our sole recourse is to call on the help and inward power of the Holy Spirit.

It is easier to invest for cash flow during a financial crisis. So don't waste a good crisis by hiding your head in the sand. The longer the crisis lasts, the richer some people will become.

If you don't choose to do it in leadership time up front, you do it in crisis management time down the road.

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.

When there is a crisis, how you handle the crisis is just as important as the crisis.

The experience of the '90s, whether it's the '94 peso crisis or the '97 crisis in Asia, the '98 crisis, even the 2001 crisis, is that we recovered pretty readily. There wasn't great consequence.

When my mother died, my father was in a crisis, my sister was in a crisis, everyone was in a crisis. I went round the night my mother was lying in the kitchen, and I organised everything, from the undertaker to the funeral... I looked after everybody, I sorted it all out and Ive done so ever since.

More than ever before, crisis management, reconstruction and development demand a new level of cooperation between nations, and between nations and international organisations, where military and civilian instruments are applied in a coordinated way.

Many think of management as cutting deals and laying people off and hiring people and buying and selling companies. That's not management, that's deal making. Management is the opportunity to help people become better people. Practiced that way, it's a magnificent profession.

In fact, the environmental crisis is related to the crisis of aesthetics, crisis of social cohesion and the crisis of spiritual values.

It's natural that you'd have more brains going into money management. There are so many huge incomes in money management and investment banking - it's like ants to sugar. There are huge incentives for a man to take up money management as opposed to, say, physics, and it's a lot easier.

Managing innovation will increasingly become a challenge to management, and especially to top management, and a touchstone of its competence.

The planetary emergency unfolding around us is, first and foremost...a crisis of thought, values, perceptions, ideas and judgments. In other words, it is a crisis of mind, which makes it a crisis of those institutions which purport to improve minds.

I hope to have more time to think, to look at the sky, dealing with less crisis management, to learn another language, to travel.

If you look at the practice of 'crisis management,' and maybe squint at it a little, you can make out in the corners of your vision the ghosts or the vestiges of a much older, but still thoroughly American, form of public life, one centered not on public opinion but on religion.

When my mother died, my father was in a crisis, my sister was in a crisis, everyone was in a crisis. I went round the night my mother was lying in the kitchen, and I organised everything, from the undertaker to the funeral... I looked after everybody, I sorted it all out and I've done so ever since.

Not everyone is sold on crisis consultants. Linda Gray, assistant vice president and director of news and information at the University of Central Florida in Orlando, says that to a certain extent, the worse the crisis, the closer to home you should deal with it. .. You ought to be dealing with the crisis, not explaining things to somebody else.

We live in a world where the laws are getting so tight that management has changed to micro-management to quantum-management to paralysis.

There's a lot of stuff they don't teach you in the mythical editors' school. They don't teach you that you're going to have to spend a lot of your life in crisis management.

I have accused L.B. Management of failing to report to me, and I've told L.B. Management the money is missing, and it could very well be embezzled.

Foreign policy commands attention when it's crisis management. A street revolt breaks out in Egypt or Libya or Kiev and everyone asks, how should the president respond? Now these are important parts of America's role in the world, but they are essentially reactive and tactical. The broader challenge is to lay down a longer-term strategy that endures after the crisis of the moment.

In crisis management, be quick with the facts, slow with the blame.

When I wrote my first book, Crisis Management: Planning for the Inevitable, it was endorsed by the American Management Association, and consequently was read by America's top corporate leaders, and overnight put me in high demand as a consultant and as a speaker. Also, that book forever changed the way businesses look at and deal with crises by giving a tangible feel to an otherwise intangible subject.

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.

Why is it possible to rescue S&L buccaneers in the early '90s and provide guidance to levered Wall Street investment bankers during the 1998 long-term capital management crisis, yet throw 2 million homeowners to the wolves in 2007?

Management did not emanate from nature. Management is not a tree: it's a television set. Somebody invented it. It doesn't mean it's going to work forever. Management is great. Traditional notions of management are great if you want compliance. But if you want engagement, self-direction works better.

It is popular to call it a crisis of the Western world. It is in fact a crisis of the whole world. Communism, which claims to be a solution of the crisis, is itself a symptom and an irritant of the crisis.

Specialized management courses are useful but should come well after the complexity of management and business are understood.

I often say that good crisis management is good decision-making under stress.

Rock bottom is a crisis... and everyone wants to avoid crisis. But what 'crisis' means literally is 'to sift' - like a child who goes to the beach, lifts up the sand, and watches all the sand fall away, hoping that there's treasure left over. That's what crisis does.

People mistake their love of the technology for it being a solution. Social media is the problem, not the solution, in crisis management. It's a problem if you use it to communicate in areas where you're dealing with incredibly intense emotions and very deep conflicts.

All people—all lives—are either in a crisis, coming out of a crisis, or headed for a crisis.

With uncertainty in oil markets, a buildup of speculative pressures and the large U.S. current account deficit, there is a real possibility that Paulson's crisis-management skills will be tested.

Guilt management can be just as important as time management for mothers.

If there's been a crisis in a market, you don't tend to have a new crisis in that market until the people who went through the last crisis aren't in the system anymore.

American foreign policy must be more than the management of crisis. It must have a great and guiding goal: to turn this time of American influence into generations of democratic peace.

I`d like to address the people of Flint. Your families face a crisis. A crisis you did not create and could not have prevented. I want to speak directly, honestly and sincerely to let you know we are praying for you, we are working hard for you, and we are absolutely committed to taking the right steps to effectively solve this crisis.

We already know enough to begin to cope with all the major problems that are now threatening human life and much of the rest of life on earth. Our crisis is not a crisis of information; it is a crisis of decision of policy and action.

Management must speak with one voice. When it doesn't management itself becomes a peripheral opponent to the team's mission.

Too often, as a global community of humanitarians, we meet the needs of the same families, the same individuals, the same communities crisis after crisis, when we are focused on meeting crisis needs but not on building resilience.

Management of many is the same as management of few. It is a matter of organization.

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.

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.

Time management is really personal management, life management. and management of yourself.

Everything adds up to a major crisis. Humanity is faced with a global energy crisis ... The core of the crisis lies in the increasing shortage of oil.

Projects are usually undertaken to either solve a problem or take advantage of an opportunity. The probability that the project - even if precisely executed - will complete on time, on budget, and on performance is typically small. Project management is utilized to increase this probability. So in a sense, project management is risk management.

Strategic planning for projects management using a project management maturity model

When I wear the hat of management, it is important that our management behaves and conducts as management accountable to the board.

I'm difficult for management. That's why I have the reputation because nobody challenges management.

Being constantly the hub of a network of potential interruptions provides the excitement and importance of crisis management. As well as the false sense of efficiency in multitasking, there is the false sense of urgency in multi-interrupt processing.

We need to make clear that the economic crisis has to be matched by a crisis of ideas. That's the problem, right? The economic crisis is not matched by a crisis of ideas. That's where the war is going to be fought.

Security is always going to be a cat and mouse game because there'll be people out there that are hunting for the zero day award, you have people that don't have configuration management, don't have vulnerability management, don't have patch management.

Shamefully we now learn that Saddam's torture chambers reopened under new management, U.S. management.

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.

Unfortunately, today's colleges and universities, and especially our business schools, do not offer pragmatic crisis management teachings.

People have described me as a management bishop but I say to my critics, Jesus was a management expert too.

The essence of investment management is the management of risks, not the management of returns.

The crisis facing men is not the crisis of masculinity, it is the crisis of patriarchal masculinity. Until we make this distinction clear, men will continue to fear that any critique of patriarchy represents a threat.