????#5: 挺胸抬頭

????這條規(guī)則的代表人物是加文?紐森。這位陷入外遇丑聞的舊金山市市長(zhǎng)對(duì)媒體說：“大家讀到的一切報(bào)道都是真實(shí)的?！比缓蟛皇ё饑?yán)地發(fā)表致歉聲明，并且再也沒有回應(yīng)過此事。他披露了一切，抑制住了漫天飛舞的謠言，然后“極其克制地保持了沉默?！?/p>

????#6: 坦率地說出你知道什么，不知道什么，你打算采取什么措施解決問題。

????這條規(guī)則基本上是不言自明的。不要假裝你什么都知道，聽從專家的意見。所以，如果你是一家礦業(yè)公司的CEO，你的公司出現(xiàn)塌方事件，最好聘請(qǐng)地質(zhì)學(xué)家出面解釋，你自己不要在那里瞎猜結(jié)構(gòu)力學(xué)的種種奧妙。

????#7: 以壓倒性的力量予以回應(yīng)

????幾個(gè)行之有效的策略是：宣布組建一個(gè)委員會(huì)，啟動(dòng)內(nèi)部調(diào)查，或者任命一位受人尊敬的專家，全面審查有問題的部門。同樣重要的是，制定一個(gè)公司層面的應(yīng)對(duì)策略，堅(jiān)持下去。善于危機(jī)管理的公司往往會(huì)確保每一位面對(duì)公眾的員工都能夠自始至終地遵循統(tǒng)一的口徑。

????#8: 先入先出

????盡量減少你在丑聞大戲中扮演的角色。假如你是一位被控使用類固醇的棒球運(yùn)動(dòng)員，先爽快地坦白，然后指責(zé)這項(xiàng)運(yùn)動(dòng)“松散的文化”，讓公眾知道你的丑聞背后還藏著更大的秘密。

????#9: 不要無視居心不良的指控

????2004年，一個(gè)名為“快艇老兵尋求真相”(Swiftboat Veterans for Truth)的組織質(zhì)疑民主黨總統(tǒng)候選人約翰?克里越戰(zhàn)事跡的真實(shí)性?？死锲鸪醪辉富貞?yīng)這個(gè)明顯帶有政治目的的誹謗，直至這起事件對(duì)他的支持率造成了難以挽回的損害。通過這一案例，我們應(yīng)該明白，迅速且有力地駁斥下流無恥的指控是多么重要。

????#10: 揭穿對(duì)手的險(xiǎn)惡動(dòng)機(jī)

????牢牢抓住對(duì)立一方有可能出現(xiàn)的任何失誤或者前后矛盾的地方，削弱對(duì)方的信譽(yù)，改變事件的敘事走向。比如，指控你的人是否有政治動(dòng)機(jī)？要讓整個(gè)事情聽起來就像是一個(gè)黨派爭(zhēng)斗的陰謀。

????這本多達(dá)257頁的著作為我們提供了大量應(yīng)對(duì)危機(jī)的策略，以上這些經(jīng)過刪節(jié)的建議當(dāng)然只是其中的一小部分。如果你真打算聆聽“大師”的真知灼見，你最好還是買上一本，細(xì)細(xì)品讀一番。（財(cái)富中文網(wǎng)）

????譯者：葉寒

????

????#5: Hold your head high

????The poster boy for this rule is Gavin Newsom who, facing reports of an affair, told the press, "everything you've read is true," gave a dignified apology, and didn't address it again. He revealed all, deflated speculation, and then "had the discipline to shut up."

????#6: Be straight about what you know, what you don't know, and what you are going to do to fix the problem

????This one is mostly self-explanatory. Instead of pretending to know it all, defer to experts. So, if you're a mining CEO and there's been a collapse, bring out the geologists rather than speculating on the mechanics yourself.

????#7: Respond with overwhelming force

????A few tried-and-true strategies: announce the formation of a commission, launch an internal review, or appoint a respected expert to overhaul the offending department. It's also important to have a company line and stick to it. Companies that are good at crisis management make sure every public-facing employee is relentlessly on-message.

????#8: First in, first out

????Minimize your role in the drama as much as possible. So, if you're a baseball player accused of steroid use, fess up, blame the sport's "loose culture," and make the story about something larger than yourself.

????#9: Don't get Swiftboated

????In 2004, John Kerry fell prey to the obviously politically motivated Swiftboat Veterans for Truth by refusing to dignify the smears with a response -- until the damage to his poll numbers was already done. It was a case study in the importance of refuting scurrilous accusations early and forcefully.

????#10: They dissemble, you destroy

????Seize on any errors or inconsistencies from the opposing side to undermine its credibility and change the narrative. For example, are your accusers politically motivated? Sounds like the whole thing might be a partisan plot.

????This abridged advice is, of course, just a fraction of the wisdom offered in this smart, 257-page book. If you really want to learn from the "Masters," you can find it here.