Posts Tagged ‘Tylenol’

Twelve Tips of Christmas: #11 Take a walk down the hall of mirrors…

…and have a good, hard look at yourself.

The Christmas / New Year period is a time for personal reflection – after all, we have to get New Year’s resolutions from somewhere. But that’s not to say we can’t turn the microscope on our organisations as well. How did you perform in 2009? What should you be aiming for in 2010?

Just mentioning mission and vision statements is usually enough to start eyes rolling, but for crisis managers in particular they serve an invaluable function. A written mission statement is the ultimate fall-back position in a crisis because it’s the standard against which the organisation’s leadership has stated it wants to be measured.

The 1986 Tylenol tampering crisis is as classic an example of this as you’re likely to find (click here for a brief analysis by the US Department of Defence). On learning of the tampering the J&J strategy team started from the position of “How do we protect the people?”.

Having such a simple, black and white position to work from makes managing a crisis that much easier, and most crisis management teams faced with a similar problem would (hopefully) start from a similar position. But what helps even more is having an already established corporate identity against which you can measure your decision-making.

By evaluating your crisis management decisions against the identity of your organisation, you can quickly determine how your actions are likely to be regarded in the court of public opinion. Even better, if your company mission is widely known by your audiences, then by demonstrating you’re living it during a crisis you’ll more than likely enhance your reputation with those stakeholders. They won’t love that you’re having a crisis, but being true to your identity throughout will show them that you’re a worthwhile organisation (or investment).

So while you’re trying to uphold those personal resolutions, spare a few minutes to pull out your company’s mission statement and see if it tells your stakeholders what kind of organisation they’re really engaged with.