Many companies navigate the complexity of routine operations with adequate or acceptable management, but this is truly a star of the company / s to excel not only on a routine basis, but especially in times of crisis. To select the skills, experience and qualities that are able to apply in times of critical decisions that separate them from the herd. Special skills and attributes are not something that can be learned in minutes and seconds required to apply the critical decision-making process, but are acquired and developed over many years and with the support of advanced processes and tools.

To understand the best in class for corporate crisis management and decision-makers need to consider several things. With regard to timeliness of response is often based on how little time is wasted on the logistical and bureaucratic process before getting to the point of action, that companies with existing policies and procedures that is played and updated, to put myself in the top 10 - 20% immediately. This element is certainly not a significant factor in their success of our outcomes. Second, the quality of the information on which decision-makers and leaders are basing their actions on. These data alone do not come from traditional sources such as television and all the work involved in social media. voices of many, although nonofficial, can have a significant impact on the outcome of the overall damage and / or survival of the incident faced by the company.

Best in class companies not only recognize that social media, but they have the means for tapping into effect and monitoring of all social media channels as needed, not only in times of crisis, but on a routine basis. Finally and most importantly to the character of individuals who meet or function in a crisis communications plan. It is this area will look in more depth in order to determine the terms attributes and success factors as well as crisis management is rarely a catalyst for the success or failure, but that the crisis of leadership.

in Malcolm Gladwell's groundbreaking book tipping point, he mentions three major classes of characters that have an important impact on social movements and epidemics. The three main character traits are also important if not central to the success of corporate communications and crisis response. Companies that do not have or do not identify and leverage of these key character and personality traits fall far behind the top class and most innovative companies. These character traits and abilities are not governed by job function or position within the skills possessed person and should therefore be affected in accordance with skills on the desired outcome, rather than relying on pre-job title or function within the company. These three traits were first Connectors. 2nd Mavens and 3 Persuaders. In very rare cases, one or more of these skill sets can be established in one person, but any one person should not be relied on to add depth of any team, which is always a sound practice.

What makes someone connector? The first and most obvious-criterion is that Connectors know lots of people. They are the kind of people who know everything.

not a great team has all the solutions nor knows all of the information, but it is vitally important that the team have access to an individual or group of individuals that can be connected to all known and potential resources in the short-as possible. Connectors as such are fantastic networkers, not only with a huge personal networks, but also include other complementary or fellow networkers ports that may be industry, technical, media or stakeholder oriented. They can associate immensely in the baseline or gauging sentiment in particular decisions / actions or even the most appropriate channel to make sure that their message is heard clearly and concisely with the required outcome.

Each company should have at least one connector or communication in a crisis team, or one that can be called on quickly and effectively. It should be painfully obvious this is not the kind of skills or network that is built overnight, and therefore can not expect to be involved in movement of the switch;. It may take years if not decades to develop and improve

The second of three kinds of people who control the work of the mouth epidemic maven. Word maven comes from Yiddish, and that means one who accumulates knowledge.

mavens are active, if not borderline fanatics in their information-gathering in relation to specific disciplines and social scenario. Once again it is essential that corporate decision-making and crisis management teams to include such knowledge of the collector. Some companies may have them within its own organic structure, or invite them as part of their service provider or a trusted adviser, in some cases even board members. Mavens can manifest in many forms, shapes, gender and age, but they were quickly recognized by the sheer depth of knowledge and cross-reference the ability to join issues with solutions. a conversation with an efficient maven corporate decisions can save hours if not weeks of procrastination and circular debate.

mavens are the teachers, the pipe connections, but can not be Persuaders and the reality is that some people are actually going to have to be persuaded to do something, it is the role of inducer. inducer is not a snake oil salesman, although many traders very effective communicators and the Persuaders. Persuaders are able to affect his voice, his physical appearance, social observations, their empathy toward the audience or just the way the way they use all the skills to communicate their special messages. Many famous politicians, drawing criticism for his lack of knowledge and other skills, are exceptional Persuaders. I do not advocate the application for an "empty vessel", but Persuaders are rare and unique talent to be able to communicate and influence people to do something, something that is in line with your goals. This is a very dangerous process to use any of the identified skills and attributes in roles where they do not match, especially the use of inducer in a lesser role or not the influencer.

Many people are now likely to recognize these key character traits and how successful are routine and critical environments. However, it should be a major concern, if you can identify these qualities within your own company's crisis communications team. In addition, if you have a complete lack of any-and-all skill sets within your company's communications and crisis team. You May survive from day to day routine of rigorous work, but the survival rate when exposed to critical incidences without these key elements is very weak. Even worse are those that assume that the positions within the company or even sex has given these skills on each of their senior executives is a gross oversight. The question remains whether to identify the property or you can contact them on the worst day? Your very survival may well depend on one day.

1 the tipping point Malcolm Gladwell chapter 1-the three rules of epidemics, page 38
2 tipping point Malcolm Gladwell chapter 1-the three rules of epidemics, page 60