Distinguish the parts of leading through media crises that must be standardised from those that require judgement.
Leading Teams Through Media Crises and Protecting Corporate Reputation
Develop the judgement and the documentation needed to run leading through media crises properly.
📍 Abu Dhabi🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
Most failures in leading through media crises trace back to a conversation someone avoided having. The hardest part of media crises is rarely deciding — it is holding the decision when it becomes unpopular. It is appropriate for those preparing to take on wider responsibility for this part of organisational leadership. The programme is built to be used, and every section of leading through media crises it covers ends in something applicable. The version of the practice within organisational leadership described in the manual and the version practised on the floor tend to diverge over time. Participants gain a realistic view of what media crises costs and what it returns. The professional literature on leading through media crises converges on a small set of controls that reliably work. The method assumes participants will be challenged on their handling of media crises and prepares them for it. It ends with a prioritised list of changes to this aspect of organisational leadership that the participant is prepared to defend internally.
Expected Learning Outcomes
Adapt recognised practice on media crises to local constraints without hollowing it out.
Hold difficult conversations about leading through media crises early, while they are still small.
Translate media crises into objectives each person can see themselves in.
Communicate the reasoning behind leading through media crises, not only the conclusion.
Delegate responsibility for media crises without losing sight of the outcome.
Sequence improvements to leading through media crises so that each step makes the next one easier.
Who Should Attend
Team leaders responsible for daily delivery of leading through media crises.
Managers with direct responsibility for media crises within the management team.
Managers of multi-site operations seeking consistency in leading through media crises.
Board members and non-executives overseeing media crises.
Human resources partners advising leaders on leading through media crises.
High-potential staff being prepared for wider responsibility for media crises.
Course Modules
Leading through media crises: building the bench and letting go
2 sessions · 8 pointsSession 1Moving leading through media crises from approval to execution
- Confirm that contractual obligations around leading through media crises are understood.
- Prepare how you will respond when media crises is challenged publicly.
- Name the person accountable for each part of leading through media crises, not the committee.
- Confirm that the people affected by media crises heard it from you first.
Session 2Saying the thing about media crises that nobody wants to say
- Identify your successor for leading through media crises and the gap they need to close.
- Agree the standard on media crises and confirm it applies to everyone.
- Write down the reasoning behind your position on leading through media crises.
- Reduce the variation in how media crises is carried out between teams.
Media crises: conflict, politics and informal power
2 sessions · 8 pointsSession 1Reading the room before proposing media crises
- Rank the weaknesses in leading through media crises by consequence rather than by ease of fixing.
- Ask the team what they think is wrong with the plan for media crises.
- Identify the conversation about leading through media crises you have been postponing, and schedule it.
- State the outcome expected from media crises in a single sentence anyone can repeat.
Session 2Closing out media crises and capturing what was learned
- Agree the indicators that will show whether leading through media crises is improving.
- Record the rationale for each significant choice made about media crises.
- Give one piece of specific feedback on leading through media crises within the week.
- Test whether the team can explain media crises in their own words.
Media crises: deciding under pressure and incomplete information
2 sessions · 8 pointsSession 1Building someone who can run media crises without you
- Verify six months later that changes to leading through media crises have held.
- Decide the point at which you would escalate media crises.
- Write down the assumptions underpinning the approach to leading through media crises.
- Set the decision rights on media crises: who decides, who is consulted, who is told.
Session 2Recovering after a visible mistake on leading through media crises
- Agree what will be standardised in leading through media crises and what will not.
- Build the competence framework that supports media crises.
- Check that leading through media crises still works when volumes rise unexpectedly.
- Set the review interval for media crises and who attends.
Media crises: influence across functions you do not control
2 sessions · 8 pointsSession 1What has to be agreed before work on media crises starts
- Arrange the handover of leading through media crises so capability survives staff changes.
- Collect evidence on the present handling of media crises before proposing changes.
- Name a single owner for each element of leading through media crises.
- Check whether incentives anywhere reward behaviour that undermines media crises.
Session 2Deciding on media crises when the information will never be complete
- Agree the smallest change to leading through media crises that would be visibly useful.
- Establish the boundary of media crises and record what sits outside it.
- Identify which function can quietly block leading through media crises and address it directly.
- Review a past decision on media crises 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
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