Managing Through Turbulent Times: The 7 Rules of Crisis Management

Overview

"What shall we do as managers operating in unstable times when the reassurance we desire is absent and the uncertainty of today promises an unpredictable tomorrow?" Corporate management teams are living through the Chinese curse of 'may you live in interesting times' as they contemplate their exposure both directly and indirectly to the almost unprecedented turbulence in the global markets. In his ?rst book, turnaround specialist Anthony Holmes explains how to approach management in turbulent operating conditions and what to do if your company

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Managing Through Turbulent Times: The 7 rules of crisis management

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Overview

"What shall we do as managers operating in unstable times when the reassurance we desire is absent and the uncertainty of today promises an unpredictable tomorrow?" Corporate management teams are living through the Chinese curse of 'may you live in interesting times' as they contemplate their exposure both directly and indirectly to the almost unprecedented turbulence in the global markets. In his ┬Črst book, turnaround specialist Anthony Holmes explains how to approach management in turbulent operating conditions and what to do if your company encounters distress. It is based around his 7 key rules of crisis management, which are: 1. Obtain multiple opinions in the decision-making process 2. Retain close control over the implementation of policy 3. Reduce time pressure 4. Limit objectives 5. Maintain flexible options 6. Understand the nature and potential behaviour of the adversary 7. Maintain communication It also looks to illuminate the dark areas that create fear of the unknown and explains how to recognise them, how to mitigate their impact, what is feasible, when to seek help and from whom. The book draws on case histories of previous crises to extract techniques relevant to today's commercial environment and identify those that may seem logical but should be avoided. The intention is to prevent management from having to begin at the bottom of the learning curve and try to rediscover under pressure those techniques and processes that have been irrelevant and forgotten in the years since the last systemic crisis.

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Product Details

  • ISBN-13: 9781906659486
  • Publisher: Harriman House Publishing
  • Publication date: 3/1/2009
  • Pages: 320
  • Sales rank: 1,371,546
  • Product dimensions: 6.10 (w) x 9.20 (h) x 0.90 (d)

Meet the Author

Anthony Holmes is an international corporate turnaround specialist and transitional leadership expert who has led the revival of 7 companies over 15 years, in industries as diverse as utilities, construction, consumer durables and telecoms.

His 30-year international business career spans strategic consultancy, investment banking and senior corporate management.

Anthony holds a BA Economics from Sheffield University and, in a sabbatical year, has just completed an MSC in Political Philosophy at London School of Economics.

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Table of Contents

Preface vii

About the author xi

Introduction xv

1 What do I mean by turbulence? 1

2 What are the limits to management? 13

3 Corporate lifespan 29

4 Psychology of management 45

5 The six stages of crisis development 59

6 The effect of turbulent times 97

7 Stories 121

8 Managers or leaders? 131

9 Seven principles of crisis management 149

10 Planning for the present 189

11 Managing the balance sheet 197

12 Downsizing 217

13 Changing the business model 245

14 Planning for the future 255

15 The longer view 261

16 Conclusion 269

Appendix The Turbulence Matrix 275

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