Crisis Leadership Blog
Insights and perspectives on being the lighthouse during a crisis.
Why I Joined Kith
We were delighted to welcome Stephanie Craig on board to be our VP of Consulting this August. This is the first of a series of posts in which Stephanie reflects on her first 60 days, shares her thoughts on crises, and, in this case, explains why she left her own...
Why crisis leadership isn’t the same as crisis management (It’s way more)
A big mistake we see everywhere is thinking that experience in a role or time-served automatically makes you a leader in that space. This thinking mistakes the fundamental difference between management and leadership: one is focused on what needs to be done, whereas...
Meet Your Maker(s): How Communicators Can Work With Operations
Critical Takeaways The two fundamental roles in American corporations are makers - such as operations - and sellers - like communications. It's essential to maintain a direct linkage between the two as they work better together. When working with operations,...
Who matters most in a crisis?
Main article Critical Takeaways: In Corporate Communications and Public Relations, the word stakeholders is a fancy way to define those that matter most to an organization. We at Kith put these people into three categories: Communities, Customers, and Critics At a...
How to maximize the learning benefits of your simulation
Critical Takeaways: Conducting training or an exercise without learning from the experience is a waste of resources, time, and attention. You need a process to capture these learnings and to put these into an action plan. Start with an immediate 'hot' debrief with...
By definition, Kith means a cadre of peers who shape opinions and attitudes while instilling sophisticated habits for action. As a way to live this value, we like to share resources that are building blocks to good crisis management and can help you start the path of protecting your reputation.
More Recent Insights
Crises Are Inevitable but Learning Isn’t
Critical takeaways: Crises are inevitable, but it takes effort to learn from them and apply them to the next crisis. Create an inventory of all the decisions, policy changes and communications from the past three months, and evaluate the successes and misses. Schedule a table-top simulation for some other risk your organization faces while you’re still on...
Walking the Walk: Critical Moments
In this conversation with Jim Bouchard from Walking the Walk Podcast, Kith CEO Bill Coletti discusses how important leadership is during a crisis and how honesty, transparency, and communication are key qualities a leader must possess. LISTEN HERE
A Lot of Extra Work
Critical takeaways: Communicators will have to do a lot of extra work to tell the story of how we come back from COVID-19. Specific audiences should receive specialized messages that address their particular needs, but those need to be consistent and fit the themes of your main messaging. Ease that extra work by using tools like a Message Triangle and our...
Communicating and Defending a Mask Policy
Critical takeaways: Setting customer expectations is critical to maximizing acceptance of COVID-19 policy changes, and communicating clearly is the key. The reputation risk of mask policies should be evaluated as a balance between the strategic risk of requiring a mask and the preventable risk of someone getting COVID-19 if you do not. Do not over-index...
Along Those Lines: Co-op Communications in Times of Crisis
Stephen Bell, NRECA’s senior director for media and public relations, and Bill Coletti, CEO of the reputation management firm Kith, talk us through their advice on how to plan for, respond to and recover from events that interrupt our normal course of business. LISTEN HERE
Everyone Is Just “Over It”
Critical Takeaways Communicators do not have the luxury of being “over it.” We have to figure out what to say next. Learn to surf when you are stuck in crashing waves. Ask three questions to help create a bigger future. In the spirit of being real, let’s just start here: everyone is just over it. COVID-19 is a drag. I’ve noticed it with our clients, in...
Kith’s COVID-19 Crisis Communications Playbook
Over the past eight weeks, we have hosted a series of webinars sharing our insights, observations, and recommendations for responding to the COVID-19 crisis. We sincerely hope the content we have shared has been helpful to you and the organizations you serve. Our goal from the beginning has been to be of service to our “kith” and generously help as many...
Creating Value as Strategic Communicators
Critical takeaways As a crisis recedes, a strategic communicator needs to focus on how we create value for our organization’s leadership and our teams. Especially now, we receive an overabundance of information, but there’s very little wisdom. Strategic communicators are looked to for clarity in a crisis. Three components – leadership, relationship and...
COVID-19 Crisis Q&A with Bill Coletti
In this webinar Bill Coletti hosts a live Q&A session to answers questions related to COVID-19 crisis communications strategy and tactics. https://www.youtube.com/watch?v=BNIqFPlHtcg&feature=youtu.be You can download the PDF version of the deck here. In the webinar, Bill references a toolkit from Johns Hopkins for businesses considering...
Kith’s 6+2 Framework: Keys to Telling a Reassuring Reopening Story
Critical takeaways Communicating about reopening during the COVID-19 pandemic is proving harder than messaging about closing. Kith’s 6+2 framework can help communicators tell a story that reasonable people expect a responsible organization to tell. In times of uncertainty and anxiety, placing a particular emphasis on empathy, reassurance and transparency...
The Kith Method
Good crisis management comes from a plan. Great crisis management comes from capability – and starts before you even smell smoke. That’s why we developed the Kith Method. We can help build and maintain a flexible capability that works for you.
Your reputation is an investment; time-consuming and costly to build and expensive to repair. Protect it.