Recognise early indicators that crisis messaging and communication is drifting away from its intended design.
Leadership in Critical Moments: Crisis Messaging and Immediate Communication
An applied course in crisis messaging and communication built around the decisions practitioners actually face.
📍 Tunis🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
Managers are promoted for competence and then judged on crisis messaging and communication, which nobody trained them for. Authority is granted by the organisation; credibility in messaging and communication is earned separately. The result is the confidence to make and defend decisions about the wider organisational leadership agenda under scrutiny. Field experience suggests that the barrier to better crisis messaging and communication is rarely technical. Participants who influence the practice within organisational leadership without directly controlling it will find the content directly usable. The difficulty is not agreeing that messaging and communication matters — it is deciding what to stop doing to make room for it. Participants test their assumptions about crisis messaging and communication against scenarios designed to break weak ones. The course covers messaging and communication at the level of detail needed to act, and stops there. It ends with a prioritised list of changes to this part of organisational leadership that the participant is prepared to defend internally.
Expected Learning Outcomes
Build coalitions across functions to make messaging and communication stick.
Resolve conflict about crisis messaging and communication without leaving residue.
Build a concise leadership plan for messaging and communication that colleagues can follow without further explanation.
Structure records of crisis messaging and communication so that they answer the questions an auditor will actually ask.
Protect the team's capacity so messaging and communication is not delivered through exhaustion.
Set standards on crisis messaging and communication and apply them consistently regardless of who is involved.
Who Should Attend
Consultants and advisers supporting clients on crisis messaging and communication.
Analysts producing the data on which decisions about messaging and communication rest.
High-potential staff being prepared for wider responsibility for crisis messaging and communication.
Newly promoted managers taking on messaging and communication for the first time.
Managers of geographically distributed teams handling crisis messaging and communication.
Project and programme managers whose success depends on messaging and communication.
Course Modules
Crisis messaging and communication: measuring whether leadership actually changed anything
2 sessions · 8 pointsSession 1Delegating crisis messaging and communication without abandoning it
- Decide the point at which you would escalate crisis messaging and communication.
- Name the person accountable for each part of messaging and communication, not the committee.
- Ask the team what they think is wrong with the plan for crisis messaging and communication.
- Set escalation thresholds for messaging and communication that work out of hours.
Session 2What your team concludes from how you handle messaging and communication
- Record the rationale for each significant choice made about crisis messaging and communication.
- Give one piece of specific feedback on messaging and communication within the week.
- Test whether the team can explain crisis messaging and communication in their own words.
- Review whether messaging and communication is aligned with the objectives of the management team.
Messaging and communication: deciding under pressure and incomplete information
2 sessions · 8 pointsSession 1Moving messaging and communication through people who do not report to you
- Confirm that the people affected by crisis messaging and communication heard it from you first.
- Record what was learned when messaging and communication did not go as planned.
- Agree the standard on crisis messaging and communication and confirm it applies to everyone.
- Recognise publicly one person whose work on messaging and communication went unnoticed.
Session 2Who answers for messaging and communication, and to whom
- Set the review interval for crisis messaging and communication and who attends.
- Set the decision rights on messaging and communication: who decides, who is consulted, who is told.
- Benchmark the organisation's crisis messaging and communication against comparable operations.
- Assess the workload messaging and communication adds and what you will remove to make room.
Messaging and communication: the conversations that decide the outcome
2 sessions · 8 pointsSession 1Recovering after a visible mistake on messaging and communication
- Identify which function can quietly block crisis messaging and communication and address it directly.
- Collect evidence on the present handling of messaging and communication before proposing changes.
- Identify your successor for crisis messaging and communication and the gap they need to close.
- Define acceptance criteria for messaging and communication in advance.
Session 2Closing out crisis messaging and communication and capturing what was learned
- Establish the boundary of crisis messaging and communication and record what sits outside it.
- State the outcome expected from messaging and communication in a single sentence anyone can repeat.
- Identify the conversation about crisis messaging and communication you have been postponing, and schedule it.
- Assign responsibility for keeping documentation of messaging and communication current.
Messaging and communication: conflict, politics and informal power
2 sessions · 8 pointsSession 1Deciding on messaging and communication when the information will never be complete
- Identify single points of dependency in crisis messaging and communication and reduce them.
- Map the handovers in messaging and communication between functions and secure them.
- Write down the reasoning behind your position on crisis messaging and communication.
- Build the internal briefing that explains messaging and communication to those affected.
Session 2The cost of messaging and communication and how to present it
- Test the procedure for crisis messaging and communication against a realistic scenario.
- Distinguish symptoms from causes when messaging and communication underperforms.
- Rank the weaknesses in crisis messaging and communication by consequence rather than by ease of fixing.
- Review a past decision on messaging and communication and state honestly what you would change.
Choose the package that suits you
Silver Package
At least 3 people
USD1,250
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Gold Package
At least 3 people
USD1,850
- 5-night stay in a 5-star hotel
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Complete your registration
We will contact you within one business day to confirm.