????危機(jī)無處不在。想一想最近幾樁全國性丑聞的主角：通用汽車公司(General Motors)、克里斯?克里斯蒂和美國國家安全局(NSA)。企業(yè)每天都在遭受無數(shù)人為失誤的困擾，比如“全部回復(fù)”災(zāi)難、產(chǎn)品缺陷、風(fēng)流韻事等等。無論你遭遇的危機(jī)是大還是小，有兩位作者都認(rèn)為，他們能幫到你?？死锼雇懈?勒翰和馬克?法比亞尼被《新聞周刊》(Newsweek)發(fā)表于1996年的一篇人物特稿戲稱為“災(zāi)難大師”，他們?cè)?jīng)為比爾?克林頓的總統(tǒng)大選活動(dòng)立下汗馬功勞，后來還幫助這位美國前總統(tǒng)安然度過彈劾危機(jī)。在最近與導(dǎo)演比爾?古登泰格合作撰寫的一本平裝書中，兩位作者以公司高管為受眾，重新總結(jié)了他們?cè)谡挝C(jī)管理中汲取的經(jīng)驗(yàn)教訓(xùn)?！稙?zāi)難大師：損失控制10大軍規(guī)》(Masters of Disaster: The Ten Commandments of Damage Control)一書把他們的忠告提煉為10條規(guī)則。為方便讀者記憶，我們反過來又把這些戒律進(jìn)一步提煉為十大要點(diǎn)。別客氣，拿走不謝。

????Crisis is everywhere. There are the national public relations fiascos: General Motors, Chris Christie, the NSA. And then there are the countless human missteps that plague companies every day: The reply-all email gaffe, the product defect, the affair. Be your crises big or small, these authors think they can help. Christopher Lehane and Mark Fabiani were dubbed the "Masters of Disaster" in a 1996 Newsweek profile for their work with Bill Clinton's presidential campaign (they also ran interference after his impeachment). In a new paperback, co-authored with director Bill Guttentag, the authors repurpose their lessons in political crisis management for the C-suite. "Masters of Disaster: The Ten Commandments of Damage Control," distills their best advice into 10 rules. We've, in turn, distilled those commandments into a handful of words. You're welcome.

????#1: 充分披露

????把整個(gè)故事都講出來。一次性講出來，到此為止。否則的話，你就很有可能“被它徹底吞噬，”勒翰等人說。這項(xiàng)建議不僅準(zhǔn)確，而且具有普適性。這方面的典型例證當(dāng)屬著名高爾夫球手老虎?伍茲。他的無數(shù)風(fēng)流韻事在媒體上傳播了幾天后，他就高調(diào)亮相，和盤托出全部真相。面對(duì)丑聞，千萬不要一聲不吭，這樣做非常尷尬。迅速且毫無保留的招供可以限制丑聞帶來的傷害。順便給你提個(gè)醒：如果不小心點(diǎn)擊了“全部回復(fù)”，請(qǐng)即刻采取補(bǔ)救措施。

????#2: 向核心受眾說明原委

????陷入危機(jī)的每個(gè)人都有各自的核心受眾，即那些對(duì)你有殺傷力的人群。對(duì)于一位校長來說，核心受眾是學(xué)生家長；于一位大學(xué)教練而言，它是受托管理委員會(huì)；于一家公司而言，它是股東和分析師。作者專門針對(duì)上市公司列舉了一份10頁的新聞稿，同時(shí)把它提煉為一份由3句話組成的致股東函，上面寫道：“非常高興地告知諸位，本公司已經(jīng)徹徹底底地解決了此事?！毕傄话l(fā)布，公司股價(jià)就應(yīng)聲而漲。

????#3:不要給傳言加料

????參見規(guī)則1。真相總有水落石出的一天，所以你應(yīng)該迅速且完整地披露一切事實(shí)。作者寫道，“你拖著不愿交底的時(shí)間越長，你陷入危機(jī)的時(shí)間就越長?！?/p>

????#4: 細(xì)節(jié)至關(guān)重要

????迅速行動(dòng)，但不能太快。梅格?惠特曼2009年宣布競選州長的時(shí)候，她被幾個(gè)詢問投票記錄的細(xì)節(jié)問題搞得措手不及?！八€沒有做好面對(duì)特寫鏡頭的準(zhǔn)備，”幾位作者寫道。她的競選活動(dòng)由此遭受重創(chuàng)。發(fā)布或披露重大消息前，最好先理順一些看似微小的事實(shí)。

????#1: Full disclosure

????Put the whole story out. All at once. Full stop. Otherwise, risk "getting completely run over by it," say Lehane et al. This advice is as ubiquitous as it is accurate. The classic example is Tiger Woods, who let rumors of his affairs brew in the press for days until he came clean. Instead of the awkward nonresponse, a swift and complete confession would have limited the damage. Bonus tip: Respond immediately to that errant reply-all e-mail.

????#2: Speak to your core audience

????Everyone in crisis has a target audience -- usually the people with firing power. For a school superintendent it's parents, for a college coach it's the board of trustees, and for a corporation it's shareholders and analysts. For one public company, the authors took a 10-page press release and distilled it into a three-sentence missive for shareholders, saying, "The company is pleased to have put this matter behind it once and for all." The stock price went up on the news.

????#3: Don't feed the fire

????See rule number one. The truth will out eventually, so disclose everything fully and quickly. The authors write, "The longer it takes you to get to the bottom line, the longer you will be in crisis."

????#4: Details matter

????Move fast, but not too fast. Meg Whitman was caught off-guard for detailed questions about her voting record when she announced her bid for governor in 2009. "She was not ready for her close-up," the authors say. The result was a gut punch to the campaign. Get the small facts worked out before the big reveal or disclosure.