After a pipeline company experienced a rather significant oil spill, its top execs found themselves speaking to reporters and holding town hall meetings – to explain the event and apologize for it. In the aftermath of that spill, the company decided its leaders needed some practice in delivering an effective, public apology. The Ammerman Experience created a two-hour, customized session, which it conducted for several small groups of executives.
One of our long-time clients, a utility, was undergoing a major restructuring that included job eliminations. Our assignment involved helping several dozen HR and other managers fine tune their communication skills for employee meetings.
A year and a half after a young engineer died from an accidental fall at an industrial plant, his employer predictably found itself in litigation because of the accident. While the company’s attorney was responsible for prepping several employees who most likely would be deposed during the trial, The Ammerman Experience conducted a half-day training session with those employees – preparing them for likely encounters with the news media.
One of the world’s leading global electronics companies headquartered in Japan wanted some of its managers trained to communicate with the news media in a crisis. These managers would be given assignments in the U.S., and the company recognized that some of the customary practices in Japan (e.g., business men crying publicly after a crisis to show remorse) were not appropriate in America. It did not want those practices used.
In some companies, key top executives – the CEO, CFO and COO – rarely participate in crisis simulation exercises, despite the fact that they are likely to be the key participants in any real crisis. So, prior to conducting a major crisis drill, our client asked us to conduct a half-day briefing designed to provide the organization’s senior leadership with a solid grasp of the essentials of effective crisis management.