JWI 505: Business Communications and Executive PresenceAcademic Submissions and Evaluation
Assignment 2: Navigating a Crisis
Due Week 6, Sunday (Weight: 25%)
As a leader, you will face multiple crises. While you will easily weather many bad situations, there will be some
that will seriously threaten your company and your reputation. How you respond to crises will determine your
fate. You must use all appropriate communication tools to emerge victorious. In your course materials, Jack lists
five principles for managing a crisis:
1.
2.
3.
4.
5.
Assume the worst.
There are no secrets.
Your crisis management will not be portrayed favorably.
Your organization will undergo changes.
Your organization will come out of the crisis stronger.
Additionally, Warren Buffett reminds us of four simple steps:
1.
2.
3.
4.
Get it right.
Get it fast.
Get it out.
Get it over.
For this assignment, you will apply key concepts from your materials – especially from Jack and Warren – to
respond to a predicament in two ways. First, you will write a brief analysis of a company that recently underwent
a crisis. You will discuss what crisis the company faced, how the company responded, and whether the
company’s response was successful. Second, you will then write an internal memo from the perspective of a
leader within that company. This memo will be addressed to your team members, and it will communicate
information about the crisis and your response.
Instructions:
•
Review your materials from Weeks 4, 5, and 6.
•
Review The Wall Street Journal article you found for your Week 5 Discussion Question and review
your posting. Use these materials and any additional resources you have found on your crisis of
choice to write a 2-3 page paper. Use the outline below to structure your paper:
1. Describe the crisis faced by your chosen company (1 paragraph)
2. Summarize how the company responded to the crisis (1 paragraph)
3. Use Jack or Warren’s advice to evaluate how effective the company’s response was (1-2
paragraphs)
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JWI 505 – Assignment 2 (1206)
Page 1 of 4
JWI 505: Business Communications and Executive Presence
Academic Submissions and Evaluation
4. Provide a strategic overview of your internal email. Explain what exactly you hope your email
accomplishes (1-2 paragraphs)
•
Imagine you are a leader in your chosen company. In a 1-2 page internal memo to your team
members, explain how you personally would respond to your crisis. Make sure you cover the
following:
1. The nature of the crisis
2. How the company – and you – are responding to the situation
3. What steps your team members should take, or what they should expect to do differently
Professional Formatting Requirements:
Your assignment should follow these formatting requirements:
•
Your paper should be typed, double spaced, with a blank line between paragraphs, using a professional
font (size 10-12).
•
Your paper should include headings and subheadings (to identify main topics and subtopics), with oneinch margins on all sides.
•
Your paper should include a cover page containing the title of the assignment, your name, the
professor’s name, the course title, and the date.
•
Application of course material or other resources is needed. References and in-text citations must be
included and provide appropriate information that enables the reader to locate the original source. Use
the Writing Standards Guide in Course Documents to guide you in the formatting of your citations.
•
The length of 2 to 3 pages does not include your cover page or your references page.
•
Begin your 1 to 2 page internal memo with the following headings aligned to the left:
o
TO: Fill in your team’s name (e.g., Sales Department, Accounting Team)
o
FROM: Fill in your name
o
DATE: Fill in the due date
o
RE: Insert an appropriate subject line here
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JWI 505 – Assignment 2 (1206)
Page 2 of 4
JWI 505: Business Communications and Executive Presence
Academic Submissions and Evaluation
Assignment 2: Rubric
Weight: 25%
Assignment 2: Navigating a Crisis
Criteria
Unsatisfactory
1. Summarize both
the crisis your
chosen company
faced and its
response.
Does not or
unsatisfactorily
summarizes either
the crisis or your
company’s
response.
Low Pass
Pass
High Pass
Honors
Partially
summarizes the
crisis and your
company’s
response.
Satisfactorily
summarizes both
the crisis and
your company’s
response.
Summarizes both
the crisis and your
company’s
response very
well.
Provides an
exemplarily
detailed and
insightful summary
of both the crisis
and your
company’s
response.
Does not or
unsatisfactorily
assesses how
effective the
company’s crisis
response was.
Assesses the
effectiveness of
the company’s
crisis response,
but in vague and
generic terms.
Satisfactorily
assesses how
effective the
company’s crisis
response was.
Assesses the
effectiveness of
the company’s
crisis response
very well.
Provides an
excellent
assessment of how
effective the
company’s crisis
response was.
Does not or
unsatisfactorily
explains the
student’s
approach to
crafting their
internal memo.
Explains the
student’s approach
to crafting their
internal memo, but
in vague terms
without details.
Satisfactorily
explains the
student’s
approach to
crafting their
internal memo.
Explains the
student’s
approach to
crafting their
internal memo
very well.
Provides a strong
and comprehensive
explanation of the
student’s approach
to crafting their
internal memo.
Does not or
unsatisfactorily
crafts a crisis
response memo.
Does not explain
the crisis, a
response, or
takeaways for the
message’s
recipients.
Crafts a crisis
response memo
that partially
explains the crisis,
a response, and
takeaways for the
message’s
recipients.
Satisfactorily
crafts a crisis
response memo
that explains the
crisis, a
response, and
takeaways for
the message’s
recipients.
Crafts a complete
crisis response
memo that
explains the crisis,
a response, and
takeaways for the
message’s
recipients.
Crafts an
exceptional crisis
response memo
that
comprehensively
explains the crisis,
a response, and
takeaways for the
message’s
recipients.
Does not or
unsatisfactorily
links the crisis
response memo
to the overview
laid out in the
paper.
Partially but
incompletely links
the crisis response
memo to the
overview laid out in
the paper.
Satisfactorily
links the crisis
response memo
to the overview
laid out in the
paper.
Completely links
the crisis
response memo
to the overview
laid out in the
paper.
Exemplarily links
the crisis response
memo to the
overview laid out in
the paper.
Weight: 15%
2. Assess the
effectiveness of
your chosen
company’s crisis
response.
Weight: 15%
3. Provide an
overview explaining
your approach to
crafting your
internal memo.
Weight: 10%
4. Craft a crisis
response memo to
your team
members from your
chosen company.
Weight: 30%
5. Link your crisis
response memo to
your overview in
your paper.
Weight: 10%
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JWI 505 – Assignment 2 (1206)
Page 3 of 4
JWI 505: Business Communications and Executive Presence
Academic Submissions and Evaluation
Weight: 25%
Assignment 2: Navigating a Crisis
Criteria
Unsatisfactory
Low Pass
Pass
High Pass
Honors
6. Both the 2-3
page paper and 1-2
page internal
memo are well
written and
succinct, using
formal business
language.
The paper and
email are poorly
written and do not
use formal
business
language.
The paper and
email are
adequately written
and make some
use of formal
business
language.
The paper and
email are
satisfactorily
written, clear,
and make
adequate use of
formal business
language.
The paper and
email are very
well written,
succinct, and
make good use of
formal business
language.
The paper and
email are
exceptionally well
written, succinct,
and make excellent
use of formal
business language.
Both parts are
well formatted and
there are minimal
grammar and
spelling errors.
Both parts are very
well formatted and
there are no
grammar or
spelling errors.
References are
included in a
manner that
enables the
reader to identify
sources.
References are
included in a
manner that
enables the reader
to identify sources.
Both parts are
professionally
formatted and free
from grammar and
spelling errors.
Your paper
includes in-text
citations and
references that
enable the reader
to identify sources.
Both parts are
poorly formatted
and/or there are
many grammar
and spelling
errors.
References are
not included in a
manner that
enables the
reader to identify
sources.
One or both parts
are poorly
formatted in places
and/or there are
some grammar
and spelling errors.
References may
not be included in
a manner that
enables the reader
to identify sources.
Both parts are
satisfactorily
formatted and
there are few
grammar and
spelling errors.
References are
included in a
manner that
enables the
reader to identify
sources.
Weight: 20%
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further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.
JWI 505 – Assignment 2 (1206)
Page 4 of 4
JWI 505: Business Communications and Executive Presence
Week 4 Lecture Notes
Team Communication
What It Means
Over the past three weeks, you have learned how to enhance your communication skills in
face-to-face interactions. Your interpersonal exchanges are perfect places for demonstrating
your executive presence, your sense of empathy, and your listening skills. Now, it is time to
broaden your audience. It is time to apply your communicative prowess in a group setting.
Unless you work by yourself, you interact with a team of colleagues all the time. These are
your closest associates, the people you turn to most frequently for guidance. And while you
have similar job functions and work toward the same goals, communicating with your team
members is not always easy. You have to make your messages understandable to everyone
at the same time, and each of your teammates has their own particular communicative style.
In this lecture, you will learn about what makes team communication so unique. We will
examine how to tailor your communications to groups of people, particularly in meetings. We
will also explore how to address conflict when it arises among your team.
Why It Matters
•
Your team can provide candid insights you would not find anywhere else in your
organization.
•
Without trust in one another, your team can never truly be aligned and effective.
•
The right communicative medium can ensure your teammates listen and develop
clear goals.
“Without trust, we don’t truly collaborate; we merely coordinate or, at best, cooperate. It
is trust that transforms a group of people into a team.”
Stephen Covey
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JWI 505 – Lecture Notes (1206)
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JWI 505: Business Communications and Executive Presence
Week 4 Lecture Notes
What Makes a Team Unique?
Let us assume you work for a large corporation with hundreds of employees. You do not all
work in the same building, and you do not talk to every single person in the company; you
have not even met the vast majority of them. You have a rough idea of what different
departments in the company do, but you do not know their exact work processes and
functions. Your workday revolves around your interactions with a much smaller group of
people. Within this group, you know exactly what everyone’s jobs are, what their schedules
look like, what their personalities are, and what they aspire to do. This is your team, the
people who are most committed to your success.
How you communicate with your team will be fundamentally different from how you
communicate with the whole company. For one, you have more flexibility in your means of
delivery. You are not forced to hold a massive town hall or a webinar. You can deliver your
message in an informal meeting or just standing together in your hallway. It is also a lot easier
to schedule a team huddle than a big presentation. In fact, you can poll your teammates to
determine what they feel the best means of delivery is! For another, team communication
requires you to be completely open. You already know you should be forthright and honest
when communicating with people. But when you host a webinar, listeners cannot always read
your body language. If you are giving a speech in a large room, the people seated in the front
row will have a very different experience from those people sitting all the way in the back. It is
easy for you to get away with not being completely authentic. When you are meeting with
your team, however, you have nothing to hide behind.
To achieve the best results, your teammates have to trust you, regardless of whether you are
the leader or not. The good news is that you have many opportunities to build that trust. When
you frequently communicate with your group, your colleagues know what to expect of you.
You demonstrate that you are reliable and open about everything. Subsequently, your
teammates become emotionally invested in having positive interactions with you. They want
to help you succeed because that means they succeed, too. The bad news is that effective
team communication is fraught with hurdles. Falling victim to one of these obstacles can be
devastating for your entire group, and can derail the team from fulfilling its mission.
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JWI 505 – Lecture Notes (1206)
Page 2 of 7
JWI 505: Business Communications and Executive Presence
Week 4 Lecture Notes
A Clash of Personalities
In JWI 510: Leadership in the 21st Century, you took the DiSC assessment. You learned what
your personal communicative style is and how that affects your leadership prowess.
Remember that, even on a close-knit team, not everyone will have the same communicative
style. If you do not account for those styles, team dynamics can become frayed quickly.
Imagine you are in a meeting with your team. If you identify most closely with Dominance in
your DiSC results, you will speak bluntly and confidently. But if you identify more with
Conscientiousness, you may not talk as much during meetings because you do not want to
say something wrong. Not accounting for these differences can lead to discussions being
dominated by one or two voices. That will never result in a comprehensive plan that is
wholeheartedly supported by all members of the team.
Even if you and your teammates do share the same communicative style, you will disagree
about a number of issues. That is perfectly normal. In fact, you should never feel as if conflict
is necessarily bad for your team. But because your team is significantly smaller than your
organization, disagreements and interpersonal tensions can become amplified very quickly.
Team members are constantly working with each other, and if personality conflicts are left
unchecked, two negative consequences will emerge. First, the rest of the team may feel
forced to “take sides” between the conflicting members, which destroys any chance of group
cohesion. Second, if there is animosity among team members, you cannot expect them to be
emotionally invested in what they are doing. The team’s workflow and productivity will suffer
and, when that happens, nobody wins.
Even if you can overcome personal issues and strains, motivating everyone in the group to
actually contribute is another challenge. You have probably been part of a group project
where it seems only one or two people actually do the work. Everyone else seems content to
do nothing, but they will still take credit for the final product. Those people contribute to what
is commonly known as the “free-rider problem.” If everyone can get credit for reaching a goal,
certain team members may not make any effort to help reach it. Allowing this to happen is a
surefire way to spark resentment from your most productive team members.
None of this is to say that you cannot trust your team members, or that there will always be
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JWI 505 – Lecture Notes (1206)
Page 3 of 7
JWI 505: Business Communications and Executive Presence
Week 4 Lecture Notes
animosity among them. You can keep everyone focused, collaborative, and productive if you
can engage them. The best way to achieve this is to communicate what your expectations are
of them. Fortunately, there are several ways to do this.
Meetings that Make a Difference
Author Jeff Haden once wrote that most meetings are “a complete waste of money. And time.
And energy. And opportunities to accomplish great things instead.”1 That is an extreme
statement, but his sentiments ring true for many leaders. In fact, according to a poll from the
University of North Carolina, roughly three out of every four senior managers surveyed said
they thought meetings were unproductive and inefficient.2 Meetings are designed to keep your
team aligned and focused on its goals; they are some of your most powerful means of formal
team communication. Too often, we let them get derailed by tangents or muddled in
unimportant information. The key to a good and productive meeting is that everything about it
must be purposeful. Here are some ways to keep your meetings purposeful:
1. Only meet if you need to. Look over your agenda. Is there anything on your list that
cannot just go in an email? The meeting needs to provide information or solicit
feedback that you could not obtain anywhere else. You do not have to drag people
into a conference room if you can just as easily walk by their desks and talk with them.
And you definitely should not have a team meeting if only one person will be talking. A
meeting is totally pointless if attendees do not have to be there.
2. Have a complete agenda. Before the meeting even begins, each attendee should
know exactly what will be accomplished and how it will be accomplished. Failing to do
so invites people to meander verbally and bring up irrelevant discussion topics.
Communications scholar Neal Hartman also suggests that any vague meeting topics,
1
Jeff Haden, “Why 99 Percent of All Meetings Are a Complete Waste of Money,” Inc.com, July 10, 2017,
https://www.inc.com/jeff-haden/why-99-percent-of-all-meetings-are-a-complete-wast.html.
2
Sébastien Ricard, “Five Strategies to Improve Communication with Team Members,” Forbes, January 8, 2020,
https://www.forbes.com/sites/forbestechcouncil/2020/01/08/five-strategies-to-improve-communication-with-teammembers/#2eba7c7d4536.
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copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.
JWI 505 – Lecture Notes (1206)
Page 4 of 7
JWI 505: Business Communications and Executive Presence
Week 4 Lecture Notes
such as “status updates,” will not be a good use of anyone’s time.3
3. Stick to the script. Once the meeting starts, you must adhere to your agenda and
keep everyone focused. If the meeting has a fixed time limit, you do not have the time
to spontaneously add new topics. Find a way to remove distractions from the room. If
the meeting is going to be long, schedule short breaks every so often. If some
attendees are distracted by something on their phones or computers, you can ask
attendees to put away these items – but only do this if you absolutely have to.
Remember, if only one person is talking the entire time, then nobody else needs to be
there. You will not get ”every brain in the game” if only one brain is working. You
asked each person there to attend for a reason. Ask for their feedback and comments
as much as possible.
4. Keep your attendees aligned. The meeting cannot end until you have established
what everyone’s duties are. You never want to walk out thinking to yourself, “Now
what?” First of all, set a date and time for your next meeting. This gives your team a
due date, or at least a date by which they are expected to have made progress on
their goals. Second, make sure everyone there knows exactly what their goals are. A
good meeting should lay out who is responsible for what. Third, follow up with your
attendees afterward. Remind everyone what you discussed and what your next steps
are. This ensures that all attendees have the same key takeaways from the meeting.
Teamwork: Making the Dream Work
Outside of the meeting room, your team members still need to know what their roles are.
They have to know what to expect from their colleagues, as well as what those colleagues
expect from them. To create strong team dynamics, you can start by establishing a routine
with each of your team members. Meet with each member once a week at a time that works
best for each of you. Ask what their preferred means of communication is, and use it. It could
even be a fairly informal means, such as instant messaging. Reaching out to your team
3
Neal Hartman, “Seven Steps to Running the Most Effective Meeting Possible,” National Community Media Alliance,
January 24, 2017, https://ncmagroup.com/2017/01/24/seven-steps-to-running-the-most-effective-meeting-possible/.
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copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.
JWI 505 – Lecture Notes (1206)
Page 5 of 7
JWI 505: Business Communications and Executive Presence
Week 4 Lecture Notes
members on their terms shows you are cognizant of their individual communicative styles. If
your team holds recurring meetings, make sure they are held consistently. Holding them at
the same time each week keeps everyone to a schedule, and reinforces the precept that each
team member should have made progress on their tasks from the previous meeting. If you
sense conflict brewing between team members, these weekly meetings are great
opportunities to defuse any serious tensions. Let everyone know that disagreements are
healthy, but the team has to place the group’s mission and goals above any personal
quarrels.
A well-functioning team is committed to producing strong work, which means each member
should be committed to ensuring their colleagues are doing their best. You and your
teammates must be able to give and receive candid feedback on each other’s work. If you are
working on a particular assignment, ask your coworkers for their input. Remember, though,
that their input must be specific. For example, do not just email your colleague a document
you have been writing with the subject line, “Thoughts?” That colleague will not know where
to begin critiquing your work, and you will both be very frustrated. Instead, ask them if your
document is missing any relevant information. If it is a long document, request that they focus
on one particular section. If you just want them to proofread, tell them that. Let them know
exactly what you need from them. Encouraging your teammates like this builds buy-in and
incentivizes them to contribute to your work. That is a strong step in mitigating the free-rider
problem. It is also a great way to build trust among you and your colleagues. Just keep in
mind that you cannot ignore your teammates. If they send you their feedback, make sure you
actually use it. Otherwise, you will have wasted their time, as well as yours.
Finally, if your team members work remotely, you should remove as many communicative
obstacles as you can. Because you cannot walk by someone’s desk or get your whole group
into the same room, it is difficult to pick up on nuances – especially nonverbal ones. To
compensate for physical distance, make sure everyone is more open. Keep your teammates
constantly up to date on what projects you are working on. If you have to hold a recurring
conference call or web meeting, make sure that you hold it at a consistent time and that you
use the same format. Always record each meeting in case someone cannot attend.
Remember that, when you work remotely, it is impossible to over-communicate. That is how
you hold yourself, and everyone else, accountable for each other’s work.
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copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.
JWI 505 – Lecture Notes (1206)
Page 6 of 7
JWI 505: Business Communications and Executive Presence
Week 4 Lecture Notes
Looking Ahead
In this lecture, we explored how to enhance your communication skills with your team. We
learned about the unique challenges that team communication poses, as well as what steps to
take to ensure your entire team is aligned, focused, and driven.
In the next lecture, we will uncover how to communicate in crises. We will examine how to be
proactive in our communications, how to be open with our colleagues and stakeholders, and
how to craft intelligent messages to mitigate any type of crisis situation.
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copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.
JWI 505 – Lecture Notes (1206)
Page 7 of 7
JWI 505: Business Communications and Executive Presence
Week 5 Lecture Notes
Crisis Communication
What It Means
What was the biggest mistake you ever made at your workplace? Did you send an email to a
colleague containing information they should not have seen? Did you miscalculate some
financial data and pass the wrong numbers to your supervisor? Perhaps it was something
easily remedied, such as sending a customer the wrong invoice. Alternatively, maybe it was
something you could not easily fix, like gravely offending your biggest client. In the face of
adversity, what did you do? Whom did you reach out to, and what did you tell them?
Regardless of your role in your organization, you have had to respond to a crisis at some
point. That is perfectly normal! In fact, you can expect to face a number of pressing situations
every year. But even if crises are inevitable, you still need a communication plan. You must
be prepared to mitigate whatever problems may arise, all while exercising a strong executive
presence.
In this lecture, you will learn the fundamentals of strong crisis communication. We will explore
Jack’s assumptions for crisis management, the resources available to you during a crisis, and
what to tell stakeholders if the worst should happen.
Why It Matters
•
Poor crisis management can damage your company’s image and your reputation.
•
During a crisis, you will not have access to the same resources you normally have.
•
A comprehensive communication plan for one issue can serve as a foundation for
future crises.
“There is a silver lining to crisis management in that you rarely have to live
through the same disaster twice.”
Jack Welch
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copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.
JWI 505 – Lecture Notes (1206)
Page 1 of 7
JWI 505: Business Communications and Executive Presence
Week 5 Lecture Notes
What Is Your Gut Instinct?
The biggest mistake you ever made was likely an individual workplace crisis. These happen
to everyone and, while they are serious, they rarely threaten the long-term health of your
entire organization. Your company will not go out of business because you accidentally filled
the company car with the wrong type of fuel. But an organizational crisis, such as a huge
public relations scandal, could jeopardize the entire organization’s future.
When you are faced with any crisis, you may be tempted to take one of two actions based on
an emotional fear response. Some leaders opt to fight. This often means denying any
wrongdoing or loudly denouncing accusers and critics. There are many reasons why this is
usually not the best response. You know that passion is a necessity for strong leadership, but
you also do not want to have to retract a hasty statement. Emotional outbursts or unfounded
claims can also exacerbate your situation. Take United Airlines, for example. In April 2017,
the company faced a massive public relations crisis when a passenger was forcibly removed
from a sold-out flight; footage of the injured and bloodied passenger being dragged off the
plane went viral online. Shortly afterward, United delivered a press release that contained
erroneous information. United CEO Oscar Munoz then issued a statement apologizing for
“having to re-accommodate” customers. In an email to employees, he also referred to the
passenger as “disruptive and belligerent.”1 Both Munoz and United were lambasted for their
response, which came off as rash and uncaring.
The other tempting option for leaders is to take flight. They will take extreme steps to avoid a
confrontation, including retreating to a remote location or booking meetings all day, so they
are unavailable for comment. This is not how a strong leader manages a crisis. The problem
will still be there when they finally get around to confronting it, and by then, it may have gotten
much worse. In July 2017, Equifax, a consumer credit reporting agency, discovered a
cybersecurity breach; the personal data of roughly 143 million consumers had been taken.
Neither the company nor CEO Richard Smith made a public announcement about the breach
until September. They also did not immediately disclose whether sensitive information like
1
Matt Rosoff, “United CEO Doubles Down in Email to Employees, Says Passenger Was ‘Disruptive and Belligerent’,”
CNBC, April 11, 2017, https://www.cnbc.com/2017/04/10/united-ceo-passenger-disruptive-belligerent.html.
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JWI 505 – Lecture Notes (1206)
Page 2 of 7
JWI 505: Business Communications and Executive Presence
Week 5 Lecture Notes
personal identification numbers had been stolen. This late, inadequate response did not help
the company’s image at all. Equifax was sued by hundreds of upset consumers; Smith
resigned just two weeks after his announcement.
Neither fight nor flight should be your first impulse during a crisis. Instead, you should focus on
upholding your best business communication practices. Your messaging must be clear and
consistent, and you must be ready to listen and accept feedback from all of your relevant
listeners. Shared understanding and alignment of your team’s efforts are essential. When a
crisis poses a threat to your company, your reputation, or your career, an effective messaging
strategy is vital.
Principles of Crisis Management
Speed is critical in all crisis scenarios, so do not let the situation get ahead of you. As Jack
argued, there are five assumptions to apply to any crisis you face, regardless of its scope or
whom it affects. Here is what to remember:
1. Assume the worst.
Do not think the situation can be easily contained. You will invariably find out that the
crisis is much bigger, and affects far more people, than you initially thought. By the
time that happens, you cannot stay ahead of the situation, so you need to
communicate with stakeholders and the public in a timely way.
Two fatal crashes in late 2018 and early 2019 called into question the safety of
Boeing’s 737 MAX airplanes. CEO Dennis Muilenburg sought to reassure investors
that he was confident in the planes, saying, “We know our airplanes are safe. We
have not changed our design philosophy.”2 His outlook became hard to defend when
aviation authorities grounded all 737 MAX planes. Matters got even worse in May
2019, when The Wall Street Journal reported that Boeing had withheld information
2
Cindy Silviana & Eric M. Johnson, “‘Our Airplanes Are Safe,’ Boeing Says as Officials Push Training,” Reuters,
December 6, 2018, https://www.reuters.com/article/us-indonesia-crash/our-airplanes-are-safe-boeing-says-asofficials-push-training-idUSKBN1O51QC.
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JWI 505 – Lecture Notes (1206)
Page 3 of 7
JWI 505: Business Communications and Executive Presence
Week 5 Lecture Notes
about the 737 MAX’s safety issues for roughly a year before the first crash.
Muilenburg’s reassurances that everything was fine rang hollow. By the end of 2019,
investor confidence in Boeing was shaken, and Muilenburg was out of a job.
2. There are no secrets.
Do not think you can hide the crisis or keep it out of public view. Eventually, everyone
will find out what happened. Never presume you can buy people’s silence, because
everyone involved will – and should – be documenting everything.
Uber has drawn intense scrutiny over its workplace culture, especially regarding
sexual harassment. Managers and human resource representatives received multiple
complaints about certain employees’ behavior. Even CEO Travis Kalanick was alleged
to have heard reports of sexual harassment. Not even a major company like Uber
could keep this crisis hidden. In 2017, former employee Susan Fowler posted on her
blog, detailing her harassment and the threats she received for trying to report it.
Kalanick resigned not long afterward.
3. Your crisis management will not be portrayed favorably.
Do not think for one minute that outside observers will be on your side, especially if
the crisis originated within your company. And you will only make matters worse if you
purposely antagonize your critics. Withholding information, blaming others, or lashing
out gives people no incentive to sympathize with you.
In early 2018, The Times reported that aid workers from Oxfam, a nonprofit human
rights group, committed sexual exploitation while delivering humanitarian relief to Haiti
in 2011. The accused workers were removed, but Oxfam now found itself in a massive
crisis. Mere days after the report broke, CEO Mark Goldring sat for an interview with
The Guardian. While he expressed remorse, he also complained that “people are
gunning for Oxfam,” and “anything we say is being manipulated. We’ve been
savaged.”3 This was a terrible way to respond to Oxfam’s dilemma; Goldring’s words
3
Decca Aitkenhead, “Oxfam Boss Mark Goldring: ‘Anything We Say Is Being Manipulated. We’ve Been Savaged’,”
The Guardian, February 16, 2018, https://www.theguardian.com/world/2018/feb/16/oxfam-boss-mark-goldringanything-we-say-is-being-manipulated-weve-been-savaged.
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JWI 505 – Lecture Notes (1206)
Page 4 of 7
JWI 505: Business Communications and Executive Presence
Week 5 Lecture Notes
made it sound as if he and the company were being victimized. He resigned by the
end of the year.
4. Your organization will undergo changes.
Often, a crisis arises due to a failure in policy or process; something went wrong that
your company did not catch in time. Stakeholders will demand that you take major
steps to prevent such an issue from happening again. They will also expect you to
hold people in your organization accountable. It is likely you will have to reprimand or
even let go of some of your workforce.
In April 2018, two African American men were arrested at a Starbucks in Philadelphia.
The manager called the police on them when they sat down in the store without
ordering. Protests ensued, and Philadelphia Mayor Jim Kenney called it a clear
example of racial discrimination. In response, Starbucks CEO Kevin Johnson met with
the two men and apologized for the incident. The manager who called the police
parted ways with the company. Starbucks moved to shut down its U.S. stores for part
of a day to hold a racial bias education program. The company also announced a new
policy allowing anyone to sit in their stores, regardless of whether or not they were
buying anything. By implementing these changes, rapidly and comprehensively,
Johnson helped Starbucks stay ahead of the crisis.
5. Your organization will come out of the crisis stronger.
It may not feel like it, but the crisis will eventually end. If your company takes the
necessary steps to defuse the situation, you will be better equipped to handle any
future problems. The key is to draw lessons from the crisis and actually act on them.
Between 2015 and 2016, reports of E.coli and norovirus infections significantly hurt
Chipotle’s reputation. In response, company founder Steve Ells issued an apology on
national television. For each of its restaurants, Chipotle created the new position of
food safety leader to help oversee both food preparation and employee health.
Company leadership undertook a series of initiatives, including guaranteeing that
employees get paid if they call in sick. Thanks to the major steps Chipotle took, the
company weathered its crisis, its stock price rebounded, and customers came back.
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JWI 505 – Lecture Notes (1206)
Page 5 of 7
JWI 505: Business Communications and Executive Presence
Week 5 Lecture Notes
Your Crisis Toolkit
During a crisis, you may feel as if everything is collapsing around you. You may think you
cannot control your situation or the narrative being told about you. A crisis can feel particularly
disheartening because there is one very important move that you cannot make. Throughout
your career, you have hopefully created strong relationships with your superiors, colleagues,
and clients. These people can attest to your authenticity and integrity. You will need to rely
heavily on these relationships, because during a crisis, you cannot build new ones. This is
especially true if your organization created the situation. Few people will want to associate
with you in the middle of a crisis since doing so may jeopardize their own reputations. Some
of your associates may even cut ties with you altogether. It is painful when this happens, but
you cannot blame them.
Whatever you may be feeling, remember that you are not powerless. You have a number of
resources at your disposal to mitigate your situation. First, you have more information than
anyone else. There may not be any secrets in the end, but you will know the details well
before any of your stakeholders or critics do. Use this knowledge to build a comprehensive
crisis plan that addresses every possible issue. Because you know more than anyone else,
your second key resource is time. You have a head start on responding to your crisis. Issuing
a statement as soon as possible shows that you are aware of the situation and are acting
immediately to fix it. Having this extra time also gives you a chance to shape your own
narrative. How you frame the crisis will set the tone for how everyone else depicts it, whether
they are your allies or your critics. Third, you have a wealth of communication channels.
Delivering public speeches is usually helpful, but make sure you tell your narrative through
social media, too. This allows you to give more frequent updates on your situation, and it
helps you reach a wider audience. Finally, you know who all of your stakeholders are. This
means you can tailor your crisis communications to different listeners. If your employees are
affected, explain what policy changes you will implement and how you will reinforce your
company’s values. If you need to communicate with customers, address their concerns before
they escalate their complaints.
Above all else, be proactive. Every crisis will lead to change, and you will survive it. How you
survive that change will determine what you learn from that situation and whether your
company emerges stronger when the crisis is over.
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JWI 505 – Lecture Notes (1206)
Page 6 of 7
JWI 505: Business Communications and Executive Presence
Week 5 Lecture Notes
Looking Ahead
In this lecture, we explored how to communicate during a crisis. We analyzed Jack’s principles
of crisis management. We also assessed an array of response tactics. Remember that all of
your communications during a crisis must be grounded in openness and honesty. That is what
your stakeholders will respond to best, and that is what will help you weather the storm.
In the next lecture, you will learn how to communicate strategically. We will discuss how to craft
purposeful messages that accomplish specific goals. We will also examine different
communication styles and assess when to apply them.
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JWI 505 – Lecture Notes (1206)
Page 7 of 7
NAVIGATING A CRISIS
Assignment #2 – Navigating a Crisis
[Write Your Name Here]
Jack Welch Management Institute
JWI 505: Business Communications and Executive Presence
[Write Your Professor’s Name Here]
[Write the Date Here]
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further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University. This course guide is subject
to change based on the needs of the class.
JWI 505 – Assignment 2
NAVIGATING A CRISIS
Your submission should be typed, double spaced, with a blank line between paragraphs, using a
professional font (size 10-12). Application of course material or other resources is needed. References
and in-text citations must be included and provide appropriate information that enables the reader to
locate the original source. Use the JWMI Writing Standards Guide in Course Documents to guide you in
the formatting of your citations. Your writing should be concise, and your analysis should not exceed 23 pages, which does not include your cover page or your references page. Your memo which follows
your paper should also be professionally written and concise. Aim for 1-2 pages in length. The crisis you
chose should be one that occurred at a specific company in the last year.
The Crisis Faced by [Write the Company Name Here]
In 1 paragraph, describe the crisis faced by your chosen company.
Summary of the Company Response to the Crisis
In 1 paragraph, summarize how the company responded to the crisis.
Evaluation of the Company Response to the Crisis
In 1-2 paragraphs, use Jack or Warren’s advice to evaluate how effective the company’s
response was.
Strategic Overview of Internal Memo
In 1-2 paragraphs, provide a strategic overview of your internal memo. Explain what exactly
you hope your memo accomplishes.
This completes the first part of the assignment. A template for the internal memo follows:
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to change based on the needs of the class.
JWI 505 – Assignment 2
NAVIGATING A CRISIS
Memo
TO: All Domestic Employees of [Write the Company Name Here]
FROM: [Write the Chosen Leader’s Name Here]
DATE: [Write the Date Here]
RE: [Write the Topic of the Crisis Here]
Write a memo from the perspective of a leader in the company to your team members. Use the heading
above, aligned to the left, and make sure you cover the following, including relevant headings (centered
and bold) to guide your memo:
1. The nature of the crisis
2. How the company – and you – are responding to the situation
3. What steps your team members should take, or what they should expect to do differently
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further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University. This course guide is subject
to change based on the needs of the class.
JWI 505 – Assignment 2
NAVIGATING A CRISIS
References (examples below; this goes on the last page)
1. JWI505. Week 5. Lecture Notes
2. JWI505. Week 6. EoP Video. Jack Welch
3. Jack Welch. 2005. Winning
4. Heather Haddon. August 10, 2020. McDonald’s Sues to Recover Severance from Fired CEP,
Claiming He Lied About Affairs with Employees. The Wall Street Journal.
https://www.wsj.com/articles/mcdonalds-sues-to-recover-severance-from-fired-ceoclaiming-he-lied-about-affairs-with-employees-11597064924
5. Jack Garson. October 1, 2019. Crisis Management: Do You Have the Right Plan?. Forbes.
https://www.forbes.com/sites/jackgarson/2019/10/01/crisis-management-do-you-havethe-right-plan/#27e3138b4907
In-text Citing Examples (based on the examples above):
Quotes:
In the Week 5 EoP video Jack states that he likes to “plan for a crisis and act with haste before it gets
out” (Welch, 2). Jack also says to “get all the brains in the game” (Welch, 3).
Paraphrased Research: As we refocus our planning on guiding our company through this time of crisis it
is critical that we all have a voice and share our ideas (Welch, 3).
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further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University. This course guide is subject
to change based on the needs of the class.
JWI 505 – Assignment 2
JWI 505: Business Communications and Executive Presence
Week 6 Lecture Notes
Strategic Communication
What It Means
Imagine that your boss has given you a new responsibility. They want you to lead a team on a
major project initiative. Your first move is to meet with your team. You tell them that you want
all of their input, that you will always be open with them, and that you will all win. You fill your
talk with lofty rhetoric that sounds very inspirational. You end the meeting feeling good about
what you have accomplished…but what exactly did you accomplish? Not long afterward, your
team members come to you with a slew of questions: How big is this project? What project
areas are we responsible for? What exactly are we supposed to be doing?
In your attempt to motivate your team, you left several critical components out of your
message. You never explicitly stated what the team is working toward. You never explained
what your objectives are or what success looks like. You did not even tell them why they were
completing the project in the first place. In short, you did not communicate strategically.
In this lecture, you will learn how to create a strong communication strategy. We will discuss
how to craft messages that are aligned with your mission. We will also explore how to analyze
your audiences and how to tailor your communications to different groups of colleagues.
Why It Matters
•
Messages that are poorly organized or unclear cannot reach your intended
audience.
•
Clearly established and communicated goals reinforce your mission and values.
•
A comprehensive communication strategy will align your team and get every brain in
the game.
“People work better when they know what the goal is and why.”
Elon Musk
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JWI 505 – Lecture Notes (1206)
Page 1 of 8
JWI 505: Business Communications and Executive Presence
Week 6 Lecture Notes
What Is Strategic Communication?
You have probably heard the phrase “strategic communication” multiple times. But, like
“executive presence,” the term has several definitions. It is most commonly used in a public
relations or marketing capacity. For our purposes, we will discuss the term as it relates to
internal communication: strategic communication is delivering your message effectively in
support of your objectives. It is letting your listeners know exactly what your vision and
desired outcomes are. It involves clearly linking your aims to your mission. Strategic
communication is, at its core, explicitly goal-oriented messaging.
Clearly, developing a communication strategy involves more than just delivering a message. It
entails knowing exactly what you want to achieve, what your message needs to include, who
your listeners are, what your listeners’ values are, and what the best means of delivery is. In
short, you need to consider five factors:
•
Objective
•
•
Content
Audience
•
•
Culture
Medium
That is a lot to think about, but each factor plays a significant role in determining how
successful your communication will be. Let us delve into each one.
Objective
In business, you never just write for the sake of writing. You want to accomplish something.
Perhaps you want to tell your audience about a new policy or product, or perhaps you want to
persuade them to complete a task. Maybe you just want to motivate your listeners and
congratulate them on a successful business venture. Your objective, whatever it may be, is the
primary reason you are communicating. This is the most important piece of information for your
listeners. They will give you their immediate attention, but only if you convey this information
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JWI 505 – Lecture Notes (1206)
Page 2 of 8
JWI 505: Business Communications and Executive Presence
Week 6 Lecture Notes
very directly. As Laura Brown puts it in this week’s readings, you must “get the ask clear.”1
“The ask” is essentially the thesis of your message. You have probably read countless emails
from colleagues that were long, convoluted, and full of unnecessary details. By the time you
were done reading, you thought to yourself, “What am I supposed to take from this?” To avoid
this in your own communication, spell out your thesis clearly. You should be able to write, in one
sentence, precisely what you want your listeners to take away from your message. Alternatively,
you can pinpoint your ask by completing this fill-in-the-blank statement: “This communication will
be successful if _______________.”
Spelling out your objective lets listeners know what you want from them. It also helps set the
tone for the rest of your message. Based on what you need, you will use a particular
communication style that will lead to the outcome you want. Social psychologist Rensis Likert
developed a series of management styles that you can use to craft your communications:
•
Tell. You state facts and inform your listeners what needs to happen. You are not asking
for buy-in or feedback. This style is useful when you need to quickly share information or
when there is no time to discuss matters.
•
Sell. You are trying to inspire your listeners. You are offering something you hope they
will buy. You should use this style in complex scenarios where your listeners have not
been able to decide on a plan of action. We will explore this style more in our lesson on
the art of persuasion.
•
Consult. You are the ultimate decision maker, but you need others’ input to inform your
decision. You solicit feedback on issues that affect your listeners. This style tends to
produce holistic solutions.
•
Join. You are not the sole decision maker; your listeners will be actively involved
throughout the process. You will all slowly migrate to a shared consensus about a
course of action. This style is particularly powerful because it facilitates full buy-in from
each of your listeners.
1
Laura Brown, The Only Business Writing Book You’ll Ever Need (New York: W.W. Norton & Company, Inc., 2019),
11-20.
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JWI 505 – Lecture Notes (1206)
Page 3 of 8
JWI 505: Business Communications and Executive Presence
Week 6 Lecture Notes
Content
Once you establish exactly why you are delivering a message, you must then give your
messaging substance. You have told your listeners what your objective is. Now, you need to
give them the information they need to help you fulfill that objective.
The best way to start is to determine what your listeners need to know. Imagine you are the
CEO of a tech hardware company. The company produces a circuit board that has been the
source of several customer complaints. Your quality control team needs to check the circuit
board’s design, which will require a change in their procedure. You need to communicate with
the team about why this change is necessary. You know what your objective is: tell the quality
control team to change their procedure. You know your communication will succeed if your
listeners change the procedure and understand why they are changing it. You also know you
will use the Tell communication style. Now, what content do your listeners need to know? They
should know:
•
•
•
What the procedure change will be
Why the change is necessary
Who will oversee the change
Focusing on these three points will streamline your message; the audience should not have to
hear a massive amount of information that does not pertain to them. For instance, your listeners
do not need to hear you blame them for the circuit board’s poor quality. Making accusations is a
quick way to create discontent among the team. You want them focused on fixing their
procedure, not worried about whether they will be fired. Your listeners do not need to know
about your other products. Those products have no effect on your current message. Your
listeners also do not need to hear about the other procedure options you considered. You did
not choose them, so they are irrelevant to your message.
Once you know your main points, order them so that they flow logically. For example, if you are
writing an email or a memo, consider organizing your paragraphs using the BLUF method, or
“bottom line up front.” This places your big ideas at the beginning of your paragraphs, ensuring
that readers know exactly what to take away from each one. Then, explain why you are making
your ask, why your listeners need to act, and how they should act.
At the end of your message, remind your listeners what needs to happen. Think of your
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JWI 505 – Lecture Notes (1206)
Page 4 of 8
JWI 505: Business Communications and Executive Presence
Week 6 Lecture Notes
message as an arc: you will begin and end on the same note, but the other components of the
communication should build on each other. This ensures your content is comprehensive while
also being easy to follow.
Audience
Even if you have never met or spoken to your listener before, you have to create a rapport with
them. Your message has to make sense to them, and they need to understand your objective
right away. Therefore, you have to craft your message specifically for them. To understand your
listeners’ point of view, Brown reminds us of three key factors:
•
Relationship. How closely do you interact with these listeners? What are their roles
relative to you? Will you be engaging in vertical, hierarchical communication? Or are you
speaking to your peers, or horizontally?
•
Information. Do your listeners know a lot about the topic you are communicating about?
Is there some additional knowledge they need to know before fulfilling your objective?
•
Attitude. How do you think your listeners will respond to your communication? What
questions or feelings will they have?
Brown also recommends you fill in the blanks to these two statements:
•
•
“My purpose is to ______________ so that my [listener] will ______________.”
“My [listener] needs to understand ___________ to be able to do that.”2
Let us return to our example of the tech hardware company. In terms of relationship, you
probably interact with the quality control team, or at least the head of the team, fairly often. You
are the CEO, so the team will do what you ask. You can be direct and forthright, but your
message does not have to be forceful. In terms of information, the team is comprised of experts
who know everything about your circuit boards. They probably know even more than you!
Therefore, you do not have to waste time explaining exactly how the circuit boards work. You
also do not have to remind them what the current procedure is. And in terms of attitude, you
know the team will follow your directions. But because the company has been receiving
2
Brown, Business Writing, 21-39.
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JWI 505 – Lecture Notes (1206)
Page 5 of 8
JWI 505: Business Communications and Executive Presence
Week 6 Lecture Notes
complaints about the circuit boards, the team will likely be anxious. Enforcing a procedure
change could sound punitive, even if you are not actively looking to blame anyone. You need to
reassure them that the procedure change is not meant to punish, but to ensure your circuit
boards are high quality.
Remembering all of these factors – who your listeners are, what they know, how they feel – will
ensure you are communicating directly and effectively to them. It is also a terrific demonstration
of your empathy. You are showing you care about your listeners enough to craft your message
around them and their response.
Culture
Think back to our lesson on intercultural communication. You know that, when you
communicate across cultures, you have to consider a vast array of differences between you and
your listeners. There are subtleties, nuances, and intangible factors that can drastically alter
how your message is received. The same principle holds true in strategic communication. Even
if you do not have to account for geographic differences, there are other distinctions to bear in
mind. Different industries, organizations, and even work groups will have different cultures.
For our tech hardware company, the quality control team’s culture will affect how they receive
your message. Let us assume the team is a relaxed group. There is a hierarchy, but team
members can address each other – and their bosses – by their first names. Team members are
not individually oriented; group decisions matter more than each person’s own decisions. With
this in mind, you would not send an overly formal email to the group. You can be informal in
tone while still being direct in your message. You would also direct your communication to the
entire group, not just the head of the team. This way, everyone on the quality control team will
know exactly what is expected of them. They will also respond in a cooperative fashion; for this
team, changing their procedure is a group project.
Consider all of the cultural details that you need to account for. How relaxed are your listeners?
Do they collaborate on a lot of work, or is it “everyone for themselves?” If you have multiple
listeners, how close-knit are they? How direct do you have to be? What can you do to enhance
your credibility? These questions may not have easy answers, but you must address them
before you send your message.
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JWI 505 – Lecture Notes (1206)
Page 6 of 8
JWI 505: Business Communications and Executive Presence
Week 6 Lecture Notes
Medium
Scholar Marshall McLuhan famously observed that “the medium is the message.” How you send
a message is just as important as what the message contains, sometimes even more so. Think
about it. In grade school, students learn how to add and subtract numbers. Some students learn
faster than others, but not necessarily because they are smarter. It is more likely because they
are taught in a more accessible way, or in a way that better suits their learning style. In the
business world, your listeners will respond differently to different media.
For our tech hardware company example, you should take into account factors like the size of
the quality control team. If it is a big group, you will not meet with each team member
individually. That would take a lot of time, and some listeners might interpret your message
differently from others. You could call a group meeting or give a presentation, but remember,
you want them to enact a procedure change. That needs to stick in their minds, and the change
will probably be very detailed. Unless you have complex handouts, or unless everyone is taking
notes, a big meeting may overwhelm your listeners. Your best option, in this case, is to email
the team with your ask. You can explain precisely what the procedure change will entail, and
your listeners will have a written record of what they need to do.
When choosing a means of delivery, you should consider issues like how many listeners you
have and what responses you want. Written communication is preferable for sending detailed
messages to larger audiences. You would use email if you do not want to take up too much
time, or if you want all of your recipients to have the exact same copy of your message. A big
presentation is a great medium if you want to solicit feedback or group involvement. Everybody
receives your message at the same time. If you only need feedback from one particular person,
an individual meeting will suffice. As we have learned, talking with somebody one on one is a
great medium for building strong interpersonal relationships. You can also better convey
emotions through a face-to-face discussion as opposed to a memo.
Looking Ahead
In this lecture, we explored the elements of a comprehensive communication strategy. We
discussed the five components of a strategy and how each one affects how your messages are
crafted and received. One last note to remember is that, whenever you put together a message,
do not just deliver it right away. Look over your main points. If you are writing an email or a
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JWI 505 – Lecture Notes (1206)
Page 7 of 8
JWI 505: Business Communications and Executive Presence
Week 6 Lecture Notes
memo, read it out loud to yourself twice. Ask yourself if you are missing anything or if anything is
unclear. Think about how you would respond to this message if you were the listener or reader.
And of course, if there are any spelling or grammatical errors, make sure you fix them!
In the next lecture, you will learn more about one of the communication styles you use most
frequently in business – persuasion. We will explore how to use narratives to enhance your
messages, how to “hook” your audience, and how to generate support for your proposals and
ideas.
© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.
JWI 505 – Lecture Notes (1206)
Page 8 of 8
NAVIGATING A CRISIS
Assignment #2 – Navigating a Crisis
[Write Your Name Here]
Jack Welch Management Institute
JWI 505: Business Communications and Executive Presence
[Write Your Professor’s Name Here]
[Write the Date Here]
© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be copied,
further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University. This course guide is subject
to change based on the needs of the class.
JWI 505 – Assignment 2
NAVIGATING A CRISIS
Your submission should be typed, double spaced, with a blank line between paragraphs, using a
professional font (size 10-12). Application of course material or other resources is needed. References
and in-text citations must be included and provide appropriate information that enables the reader to
locate the original source. Use the JWMI Writing Standards Guide in Course Documents to guide you in
the formatting of your citations. Your writing should be concise, and your analysis should not exceed 23 pages, which does not include your cover page or your references page. Your memo which follows
your paper should also be professionally written and concise. Aim for 1-2 pages in length. The crisis you
chose should be one that occurred at a specific company in the last year.
The Crisis Faced by [Write the Company Name Here]
In 1 paragraph, describe the crisis faced by your chosen company.
Summary of the Company Response to the Crisis
In 1 paragraph, summarize how the company responded to the crisis.
Evaluation of the Company Response to the Crisis
In 1-2 paragraphs, use Jack or Warren’s advice to evaluate how effective the company’s
response was.
Strategic Overview of Internal Memo
In 1-2 paragraphs, provide a strategic overview of your internal memo. Explain what exactly
you hope your memo accomplishes.
This completes the first part of the assignment. A template for the internal memo follows:
© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be copied,
further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University. This course guide is subject
to change based on the needs of the class.
JWI 505 – Assignment 2
NAVIGATING A CRISIS
Memo
TO: All Domestic Employees of [Write the Company Name Here]
FROM: [Write the Chosen Leader’s Name Here]
DATE: [Write the Date Here]
RE: [Write the Topic of the Crisis Here]
Write a memo from the perspective of a leader in the company to your team members. Use the heading
above, aligned to the left, and make sure you cover the following, including relevant headings (centered
and bold) to guide your memo:
1. The nature of the crisis
2. How the company – and you – are responding to the situation
3. What steps your team members should take, or what they should expect to do differently
© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be copied,
further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University. This course guide is subject
to change based on the needs of the class.
JWI 505 – Assignment 2
NAVIGATING A CRISIS
References (examples below; this goes on the last page)
1. JWI505. Week 5. Lecture Notes
2. JWI505. Week 6. EoP Video. Jack Welch
3. Jack Welch. 2005. Winning
4. Heather Haddon. August 10, 2020. McDonald’s Sues to Recover Severance from Fired CEP,
Claiming He Lied About Affairs with Employees. The Wall Street Journal.
https://www.wsj.com/articles/mcdonalds-sues-to-recover-severance-from-fired-ceoclaiming-he-lied-about-affairs-with-employees-11597064924
5. Jack Garson. October 1, 2019. Crisis Management: Do You Have the Right Plan?. Forbes.
https://www.forbes.com/sites/jackgarson/2019/10/01/crisis-management-do-you-havethe-right-plan/#27e3138b4907
In-text Citing Examples (based on the examples above):
Quotes:
In the Week 5 EoP video Jack states that he likes to “plan for a crisis and act with haste before it gets
out” (Welch, 2). Jack also says to “get all the brains in the game” (Welch, 3).
Paraphrased Research: As we refocus our planning on guiding our company through this time of crisis it
is critical that we all have a voice and share our ideas (Welch, 3).
© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be copied,
further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University. This course guide is subject
to change based on the needs of the class.
JWI 505 – Assignment 2