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Conference Crisis Communication
Sailing through Stormy Waters: the Communicator as Crisis Manager Crisis management and leadership skills can be traced back to biblical times: supposing Noah really did rescue two of every living creature from a catastrophic ﬂood, he could be considered one of the ﬁrst crisis managers in the history of mankind. With no media to deal with or brands to protect, he must have had an easier task than current crisis managers who have to juggle the demands of various stakeholders. What can modern crisis managers learn from other leaders’ crisis experience? Can they guide their teams through the corporate world’s stormy waters without getting wet? Exploring the communication professional as a crisis manager, the 3rd Conference on Crisis Communication will provide you with the tools you need to survive and lead your team. One can have good communication and negotiation skills, a clear vision for the company’s communication strategy and the ability to implement the plan, but is that enough to lead your team during a crisis? As Professor Warren Bennis from the University of Southern California has written in his book Leaders: the strategies for taking charge: “Managers do things right but leaders do the right things”. Being a good manager doesn’t guarantee that you can be a leader during the most critical moments. But what does it really take to combine management skills with leadership skills? Too often, leadership skills are seen as strictly innate abilities, which leaves communicators with little to no hope for ever developing their full potential. However, we’d argue that any skill can be trained and improved. Thus, this two-day event treats the crisis manager as an adept leader, paving the way for new capacities within the communication profession. The conference will take you through the different steps involved in crisis management and how the communicator leads the team, shapes the company, deals with media and, last but not least, contributes to positioning the company’s CEO. Whether you’re looking to learn how communicators collaborate with other departments during crisis situations or how to use all available channels to keep stakeholders up to date with your crisis strategy, the 3rd Crisis Communication Conference is the event that will provide answers to all these questions…and many more. Join us in Berlin for a new series of lively discussions and valuable insight with your peers. Sincerely,
Peter Voß President, Quadriga University of Applied Sciences
Conference Crisis Communication
Best Cases Company representatives and crisis communication specialists will join us this year in Berlin and share some of the most interesting crisis cases and how leadership skills were activated during critical situations. Expect an in-depth look at some of Europe’s best crisis management strategies.
Spotlights How leadership looks like from a psychological point of view will be the focus of the two spotlights delivered in the ﬁrst day of the conference.
Interactive sessions The three workshop sessions offered twice during the conference will approach crisis management and leadership from a practical perspective and will focus on typical situations that could arise during a crisis from CEO branding to dealing with media.
The keynote presented by Prof. Christopher Storck will give us an academic perspective on what leading with goals involves and how planning every step of the crisis is part of a good crisis management strategy.
An important part of Quadriga University’s conferences is peer-to-peer networking. Meeting fellow communicators from all over Europe and exchanging views on the most important thematic subjects will offer participants a unique experience meant to expand their network as well as their knowledge horizon.
Dinner At the end of the ﬁrst day of the conference we invite participants to join us for dinner speech accompanied by dinner in a relaxing and less formal atmosphere, which will allow everyone to get to know their peers.
Conference Crisis Communication
Programme Thursday, November 21st LEGEND
Keynote This speech sets the underlying tone and summarises the core message of the conference.
Best Cases Company representatives will introduce their practices and experiences.
Workshops The workshops allow participants to train and improve their practical skills.
10:00 am DOORS OPEN
10:30–10:45 am W ELCOME
Introduction by Moderator ROB SHIMMIN, Founder, Shimmin Brand Protection Rob Shimmin founded Shimmin Brand Protection in December 2004 after ten years with Ogilvy PR where he was Managing Director of EMEA. Rob builds and protects global brands by working with CEOs, board members and their teams to shape messages about their organisation. He then trains spokespeople to improve the quality and impact of their communication efforts. Rob reviews crisis plans and runs crisis simulations to prepare organisations for the worst. Should it occur, he provides crisis counsel for brands under attack. In addition, Rob enjoys one-to-one coaching of senior executives in the building and protection of their own personal brands.
MODULE 1 // YOUR OPINION COUNTS: BECOMING OPINION LEADER DURING CRISIS
10:45–11:15 am BEST C ASE
Leadership Skills: How to Be the Right Spokesperson During a crisis the communicator becomes the middleman between the stakeholder and the press. The communicator represents the corporate image and communicates on behalf of the company, making sure to represent the company’s ethics and interests. But when is it appropriate to use “no comment” as a defense mechanism? And when is it best to tell the truth? Find out in this best case. MONIKA SCHALLER, Head of Corporate Communication, Goldman Sachs Monika is Head of Corporate Communications for Germany, Austria, Switzerland, Russia and Central and Eastern Europe. She joined Goldman Sachs in 2007 as a vice president and was named managing director in 2012. Prior to joining the ﬁrm, Monika worked at Citigroup in Germany from 2002 to 2007, most recently as head of the investment bank’s Corporate Communications department for Germany, Austria and Scandinavia. She was also responsible for media relations for Citibank’s Private Investor Products Group business in Europe. Prior to that, Monika spent three years as a television presenter and reporter with Bloomberg in Frankfurt. Earlier in her career, she was a sales trader with CA Investment Bank in Austria. Monika earned an MA in Business Administration from the Wirtschafts-Universität in Vienna, Austria, in 1998.
Conference Crisis Communication
Programme Thursday, November 21st 11:15–11:45 pm BEST C ASE
Engagement: Shut Up and Listen –
How to Listen to Others during Crisis In governmental organisations where people are deployed in conﬂict areas, listening is sometimes more important than speaking. How to listen and communicate without being overwhelmed by the emotional content of the situation will be presented in this best case. MELISSA FLEMING, Head of Communication and Spokesperson, UNHCR As Head of Communications and Chief Spokesperson for the United Nations High Commissioner for Refugees, Melissa Fleming leads all communications efforts around the globe and serves as chief spokesperson. Operating in 120 countries, UNHCR provides shelter and help for over 30 million people who have ﬂed wars and persecution. In this role, she has introduced strategic communication planning designed to have more impact on the varied audiences, which include media, donors, governments and refugees themselves. She also directs global advocacy campaigns with a strong emphasis on social media. She joined UNHCR from the International Atomic Energy Agency (IAEA), where she served for eight years as Spokesperson and Head of Public Information during a period when the organisation made headlines for its inspection work in Iraq, Iran and North Korea and won the Nobel Peace Prize in 2005. Prior to IAEA, she headed the Press and Information team at the Organisation for Security and Cooperation in Europe and as a Public Affairs Specialist at Radio Free Europe/Radio Liberty.
11:45–12:15 pm BEST C ASE
Management Trends: 21st Century Communicator: Using All Channels, Neglecting No One
Today’s technology not only facilitates better communication between companies and their stakeholders but it also forces the communicator to prioritize between different channels of communication. Those who understand how these channels can be used appropriately during a crisis prove to be the most successful in helping their company overcome these issues. SIMON CRADDOCK, Director Communication, Motorola Solutions Simon Craddock is responsible for managing Motorola Solutions communications activity across EMEA. Prior to joining Motorola, Simon ran his own training and PR company for several years after a decade living and working in Europe, Africa, Asia and the USA. Highlights of his career to date include writing the ﬁrst crisis management plan for Westland Aerospace in 1992, establishing the ﬁrst wholly foreign owned PR company in China and working on issues for organisations as diverse as British Airways Hungary, DeBeers Botswana and Xbox Japan.
Conference Crisis Communication
Programme Thursday, November 21st 12:15â€“1:45 pm
LUNCH & SPEED NE T WORK ING
Experience internationality and meet fellow peers from around Europe!
Speed networking is meant to give participants the opportunity to meet as many people as possible in a short space of time.
During coffee breaks and lunch people can get together and establish new business contacts while enjoying our delicious culinary offer.
Conference Crisis Communication
Programme Thursday, November 21st WORKSHOP SESSION 1
1:45–3:15 pm WORKSHOP I
CEO Branding during Crisis “If you lose dollars for the ﬁrm I will be understanding. If you lose reputation for the ﬁrm, I will be ruthless,” said Warren Buffett, the world’s most successful investor. In this workshop Mary looks at the role of the CEO in protecting corporate reputation during a crisis as well as the emerging role of the ‘Social CEO’. MARY WHENMAN, Managing Director Corporate, Financial, Public Affairs, Weber Shandwick Mary Whenman has more than 20 years’ experience of leading corporate communications programmes advising clients at a strategic level. Mary has spent her career handling complex communications issues and advising companies during periods of major corporate change. This year Mary represented a major retailer during the Bangladesh Rana Plaza building collapse. Mary has handled a wide range of crises including closure and redundancy programmes, insolvency proceedings, product contaminations & recalls, tabloid investigations, criminal activity, and loss of life.
How to Keep Your Calm in Front of Media In this workshop Bart de Vries will focus on communicating under stress. Using cases from both his own experience and from situations that arise in the work place, he will offer participants the opportunity to test their skills and share their experiences in a collaborative and supportive environment. The purpose of the workshop is to increase participants‘ insight into how to beneﬁt from interactions with media in adverse communication conditions. BART DE VRIES, Managing Director, Hollander Van Der Mey Bart de Vries (57) is general manager of PR/PA agency HvdM in the Netherlands. He is experienced in and advises clients on corporate reputation, government and labor relations and inﬂuencer campaigns. He runs workshops on communication creativity, crisis preparedness and communications. He has also created Corporate Social Responsibility programs. Bart is a Board Member of the International Public Relations Association and is a member of the European Association of Communication Directors. He was the co-editor of a widely used handbook on public relations in the Netherlands.
Tools for Developing Leadership Skills Being a communication manager and having to constantly deal with mini-crisis and big crises will put anyone in the situation of training each possible skill in order to overcome the critical situation. And for those who thought that leadership skills are innate and cannot be trained, we offer a counterexample through this workshop. It will focus on practical techniques meant to help develop any manager’s leadership skills and train you for your next crisis situation.
3:15 – 3:45 pm
COFFEE BRE A K
WORKSHOP SESSION 2
3:45–5:15 pm WORKSHOP I – III 10
The interactive sessions will be repeated and participants will get the chance to attend another workshop.
Conference Crisis Communication
Programme Thursday, November 21st MODULE 2 // LEADING THE WAY, MANAGING THE CRISIS
5:15–5:45 pm BEST C ASE
Strategy Building: Never Waste a Good Crisis – Show Who’s the Boss
A crisis is the right moment to turn from communicator into the crisis leader and manager whom everybody needs in the company. As the chief communicator you should help understand your C-suite the dynamics of the crisis and how important it is to craft an efﬁcient and crisis-oriented message.
5:45–6:15 pm BES T C ASE
CEO Positioning during Crisis Royal Philips Electronics has undergone a transition and appointed a new CEO, which has put the company’s unity to trial. The role of the communication team in the face of this radical transformation and the new leadership role the communicator had to adopt, will be the focus of this presentation. ANDRE MANNING, Vice President Corporate Communication, Philips BV Andre Manning is an experienced and result-oriented communications leader who has held various international communications leadership positions within Philips, who lived and worked in the Netherlands, Central and Eastern Europe and the United States. Nowadays, he leads the global external communications function, working closely together with his team in Amsterdam and the global Philips communications network. In 2009 he improved the efﬁciency, effectiveness and accountability of the communications function and introduced a new company wide PR agency model, including an award winning and industry leading PR measurement system. He was included in the 2011 and 2012 Holmes Report 100 list of the World’s Most Inﬂuential Communicators while at the end of 2012 he was awarded PR measurement expert of the year by PR News. Andre strongly believes that individuals make less of a difference than the whole team and the whole is greater than the sum of its parts. During the evenings and weekends he coaches the sports teams of his children, loves to listen to music or read.
7:30 pm DINNER SPEECH
Dinner and dinner speech On Thursday evening we invite all our participants to attend the dinner offered in a relaxing atmosphere and informal setting. To complement the dinner expect a dinner speech meant to entertain the participants and offer a different perspective on crisis communication and leadership.
Conference Crisis Communication
Programme Friday, November 22nd 7:00–8:00 am SIGH T RUNNING
Join us on a running tour around Berlin’s most important attractions.
9:45–10:00 am W ELCOME
Introduction by Moderator ROB SHIMMIN, Founder, Shimmin Brand Protection
10:00–10:30 am K E Y NOTE
Leading with Goals during Crisis During a crisis everyone’s goal is to recover and become stronger as well as learn from mistakes. Having clear goals in mind and knowing exactly which steps need to be taken and when the timing is right will be revealed in this keynote. PROF. CHRISTOPHER STORCK, Professor Corporate Communication, Quadriga University Berlin Christopher Storck heads the Department of Corporate Communications at Quadriga University of Applied Sciences. His role as a fellow representing business practice includes teaching the subject of strategic communication management. He is also a visiting lecturer at the University of Münster and a certiﬁed business coach of the European Business School in Oestrich-Winkel. Since 2009, Christopher heads the “Value Creation through Communication” task force in the German Public Relations Association and is a member of the Communication Controlling task force in the International Controller Association. He is Managing Director of Hering Schuppener, Germany’s leading strategy consultancy in the ﬁelds of corporate and ﬁnancial communication. Christopher heads the ﬁrm’s Communication Performance Management practice and works out of the Düsseldorf ofﬁce.
Conference Crisis Communication
Programme Friday, November 22nd MODULE 3 // SHAPING YOUR COMPANY, MOULDING YOUR TEAM
10:30–11:00 am BEST C ASE
United We Stand: Collaborating with Other Departments to Avert a Crisis
The battle should never be fought alone. As a crisis threatens to affect a whole company the communicator should never overlook the other departments in the company and how these can contribute to averting the crisis. Louis Wadman from Lloyds Bank will present a real-life situation from the bank’s history. LOUIS WADMAN, Head of Communication, Lloyds Bank Louise is an accomplished internal communicator. With over twenty years’ experience in blue chip companies facing extreme change, she has enabled leaders to retain, engage and motivate their teams. She has published a number of articles in the UK and Europe. She is married and has two boisterous boys.
11:00 – 11:30 am
11:00–11:30 pm BEST C ASE
COFFEE BRE A K
From I to We: Counting On Your People, Delegating Responsibility
The response to a dramatic and radical crisis for Coloplast 5 years ago was an intense focus on communications and leadership. The efforts have led to an organization that today performs around common goals and a global language of leadership. Next to exceptional ﬁnancial performance, highest customer satisfaction in the industry, and an all time high employee engagement score. What did Coloplast do to achieve this remarkable result? Anders will give highlights of the immediate response to a burning platform, the development of leadership principles, the emergence of a performance culture, based on common goals, business results, and individual feedback. ANDERS RENDTORFF, SVP People and Communications, Coloplast Anders is Senior Vice President of People & Communications in Coloplast. For the last ﬁve years he has been an integral part of both a remarkable turn-around of the company and also established a global integrated HR and Comms function. Before joining Coloplast Anders Monrad Rendtorff was Vice President of Communications and HR at Telia Denmark. Anders was also Director of Communications at Copenhagen Business School and Director of Marketing Communications Projects at Ericsson Radio Systems. He has a Cand.scient.soc in Public Relations, has studied at INSEAD in France (in their Young Managers Program) and also holds an Executive MBA from Copenhagen Business School.
Sum up To wrap up the two-day event all participants are invited to discuss the topics presented at the conference and to give their feedback on current issues in crisis communication. Our speakers will gladly answer all your questions.
Conference Crisis Communication
Leadership Motivation & Energy
Could your negative thoughts be hindering your company’s success? Channeling Leadership Motivation and Energy In these times of fast-moving change and troubled economies, company executives are increasingly challenged to ﬁnd new and effective ways of energising and engaging their employees to ensure collaboration across regions and divisions, and achieve sustainable business success. Whether or not they succeed depends ultimately on good leadership. Trust and integrity are more important now than they have ever been, which demands a new leadership style – or way of being. It is a way of leading that demands the involvement of all affected stakeholders and an acknowledgement of their needs; a way of leading and being that gives voice to what is within people and accepts emotion as a legitimate part of the corporate culture. We either Grow or Die Darwin’s concept “survival of the ﬁttest” not only applies to transmutation of species, but also to organizations adapting to evolving customer needs and market circumstances. Organizations most responsive to change will survive. The faster the world moves, the faster we need to change. To thrive in the current dynamic economic, political, and social climate, organizations must be able to adapt fast. What is emerging as the most signiﬁcant reason for transformation project failure is a lack of adequate attention to the people-related aspects of organizational change. Effective transformation and crisis management involves much more than the mere application of processes, tools, and techniques. Part of an organisation’s success is based on how well their leaders lead, and also how well their followers follow. The relationship between leader and follower is truly symbiotic – you can’t have one without the other. Followers have a responsibility to speak up. And the organisation has an equal obligation to create the environment for them to safely do so. No matter how much partnership and empowerment there is, the CEO has ultimate authority and responsibility. The most capable team members fail when they gripe about their leader but do not say or do anything to help him or her improve or get back on track. Personal change is at the root of change within an organisation. Each individual contributes to the overall success of the change effort. As a leader, you are a role model setting 14
the example for how an entire group of people should act. You delegate duties to your followers. One key characteristic of leaders is that they set high standards of accountability for themselves and for their behaviours. They assume that others are watching them and setting their own standards according to what they see. Releasing the incredible reservoir of potential is the opportunity and task of the leader – to ﬁnd a way to tap into that motivation and energy, direct it and multiply it throughout the organization. Understanding the Interplay of Thought, Emotion and Action Emotions are psychological, behavioural, and physiological episodes experienced toward an object, person, or event that create a state of readiness. Most emotions occur without our awareness. We typically pay attention to our emotions while thinking through what we like or dislike. Cognitive and emotional processes don’t always agree with each other, which might cause some dissonance and feeling of discomfort. Emotions also directly affect behavior. We are not victims to emotional cues and triggers. We can use reason to evaluate our emotions, interpret them, and even reassess our initial reaction to them. We can soften their impact or shift their meaning. In other words, we can control our own emotions as well as the effect that other people’s emotions have on us. The ability to detect, assess, and control one’s emotions is one of the predictors of success in relating to others. So, somewhat paradoxically, connecting with others depends on developing a deep understanding of ourselves — what triggers our strongest emotions, and how the emotions we show impact others. Emotions Motivate Actions Successful companies actively create more positive than negative emotional episodes. The emotions-attitudes-behaviour model illustrates that attitudes are shaped by ongoing emotional experiences. Positive Emotions for Optimal Organisational Functioning Our thoughts, emotions and actions are the keys to understanding ourselves; they have a dedicated motivational
Conference Crisis Communication
energy. Attitude is formed by a thought meeting a feeling, or vice versa. There are two pathways by which thought and emotion typically meet: 1 – The mind thinks a thought. And that thought produces an emotion. 2 - The body produces an emotion. And the mind thinks a thought about that emo-
ent strategy fosters innovation and creates a sustainable platform for growth. Leaders and managers who demonstrate genuine leadership motivation and energy exhibit the following key traits. Here’s what you can learn from them:
• They provide a vision for the future and share the passion they feel. As ambassadors for their cause, they give staff a vision of the big picture and where the company is headed. In doing this, Cognitive Process Emotional Process they help employees to connect the dots and see how their everyday tasks contribute to the long-term perspective. • They communicate, communicate, comBeliefs municate. Good leaders involve their teams in formulating action plans, pieces of the strategy or the overall vision so that there is immediate Feelings support and buy-in from the start. They actively Emotional Episodes listen like a coach to what people want and need, observe interactions, provide feedback Behavioral and reinforce collaborative behaviour. Intentions • They are facilitators who strengthen connectedness within their teams and across the organisation. They allow transparency around the actions and processes that lead to results Attitude and decisions and address critical issues immediately; involving the right people to solve them. Behaviour • They listen, listen, listen to the ideas and concerns followers share with them. It enables them to connect and get engaged. tion. Action or decision takes place in the intersection where • They establish an environment of continuous improvethought meets feeling, or feeling meets thought. ment and open dialogue by providing opportunities for Understanding the interactions of these thoughts, feelings people to grow, both personally and professionally. They and actions, i.e. enhancing our self-awareness, leads us to are caring and compassionate. discover our own wealth of resources and power and to • They act with integrity. As Oscar Wilde put it, “Be yourhelp others unleash their potential. By being aware of the self, everyone else is taken”. Successful managers make a consequences of our actions, behaviours and thoughts, we conscious choice to lead and be the person others choose can reduce unnecessary drama in our lives, actively manage to follow, and are rewarded with trust and authenticity. energy levels and consciously engage others to work together They are prepared to show courage, stamina, resilience toward a joint cause. and perseverance along the way.
A Winning Attitude: Key Skills for Leadership Motivation and Energy In today’s business climate, in which uncertainty is the new certainty, leadership motivation and energy is one of the few variables that can still be controlled in the drive for revenue and proﬁts. Leaders who are conscious of their motivation and energy stimulate connectedness and endorse collaborative behaviors, which in turn attract the best people. Once this is achieved on an ongoing basis, a perpetual machine is put in motion that forms the foundation of a collective corporate culture. Reinforcement of positive cultural behaviours is one of the most effective yet underestimated and under-utilized levers executives have to help them deliver on the company’s strategic objectives. The combination of a healthy company culture and a consist-
In a nutshell: If you regularly reﬂect on your own thoughts, emotions and behaviours and how their interaction inﬂuences team performance and organisational culture, you will often ﬁnd the answers you seek. The more positive leadership attitude you demonstrate, the more successful your business will be and the smoother your own professional and personal career advancement.
Annette B. Czernik coaches managers and executives in global corporations. In 2010, she founded her own consultancy, Inspired Executives. As an executive coach, she wants to bring out the best in people. Annette is a certiﬁed member of the International Coach Federation and an Energy Leadership Master Practitioner. 15
Conference Crisis Communication
Service Terms & Conditions
Location This year’s conference will be held at the Quadriga Forum in Berlin. Located within walking distance from Berlin’s most important attractions, Quadriga Forum offers modern business and meeting rooms suitable for any occasion. Quadriga Forum Berlin
Werderscher Markt 15 10117 Berlin Phone: +49 (0)30/44 72 94 80 email@example.com
2. Cancellation If a booking is cancelled and no replacement participant can be found, the following cancellation charges will be incurred: • Cancellation 31 days or more before the event takes place: no charge • Cancellation between 14 days and 31 days before the event takes place: 50% of total price • Cancellation less than 14 days before the event takes place: 100% of total price • Please note that cancellations should be in written form.
Quadriga University of Applied Sciences Berlin is committed to modern, integrated management training and educates managers in communication and human resources management, as well as public affairs. Through its cross-subject structure, Quadriga University of Applied Sciences offers an education that meets the requirements in management, communications and public affairs.
The European Association of Communication Directors (EACD) is the network for communication professionals from all ﬁelds across Europe. The Association meets the needs of communication professionals working internationally, and provides support for new challenges in the global arena. For more information please visit: www.eacd-online.eu
Quadriga Hochschule Berlin GmbH Werderscher Markt 13 D-10117 Berlin Phone: +49 (0) 30/44 72 94 00 Fax: +49 (0) 30/44 72 93 00 www.quadriga.eu
Communication Director is an international quarterly magazine for public relations and communications. Communication Director is also the host of the European Excellence Awards. www.communication-director.eu
For further information regarding the conference or registration process, do not hesitate to contact us! Conference Coordinator: Anca Scurtu firstname.lastname@example.org 16
1. Discounted Prices Quadriga University offers discounts on the listed prices of certain conferences for members of the European Association of Communication Directors (EACD) and other partner associations. Subscribers to our media partner, Communication Director magazine, also receive a discount on the attendance fees for seminars and symposia. The participant’s personal membership and/or subscription must be presented, current and veriﬁed at the time they make a seminar booking. Discounted prices are only valid if the amount invoiced is received by Quadriga University within the time stated on the invoice.
Registration Queries: Dennis Schultz email@example.com
3. Cancellation and changes Quadriga University reserves the right to cancel or reschedule seminar locations or times, or to arrange a substitute instructor if this is absolutely necessary due to there being less than six participants, an unforeseen problem with the instructor, or other unforeseen reasons out of the control of Quadriga University. In these cases, Quadriga University is not required to compensate travel or accommodation costs, loss of working time or other damages, and in other cases, only when there is gross negligence. If relocation is not reasonably possible for the participant, then they are entitled to cancel the booking immediately and without charge. 4. Place of Jurisdiction Berlin.
Registration The registration fee includes participation in the programme, all conference documents and dinner and lunch buffets, as well as coffee breaks. Travel expenses and accommodation are not included in the price. A booking conﬁrmation and an invoice will be sent to you after registration. Please remember to include your name in the transaction reference when making a payment. As the number of participants is limited, please be aware that your registration is only valid after receiving a booking conﬁrmation. Please feel free to contact us should you not receive conﬁrmation within 24 hours. Registration Queries: Dennis Schultz firstname.lastname@example.org
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Published on Aug 8, 2013
3rd Conference Crisis Communication - Sailing through Stormy Waters: The Communicator as Crisis Manager - 21/22 November, 2013 Quadriga Foru...