Latest news with #crisismanagement
Yahoo
3 days ago
- Politics
- Yahoo
We Better Pray That No Unexpected Crisis Hits While Trump Is President
If you live in the United States, you are in greater jeopardy today than you were six months ago. So is your family. So are your friends and neighbors. Virtually all of the most important parts of the U.S. government that were created to protect the U.S. from the greatest risks we face are being shut down, gutted, or marginalized. What is more, plans and statements of the president and his advisers suggest further cuts are contemplated that increase the likelihood that one or more crises will catch us unawares and that when that happens, we will be much less equipped to handle it than we have been in decades. Our early warning capabilities, our planning tools, our interagency coordinating mechanisms, and the resources available to the government to respond to crises have all been greatly diminished. This will remain true despite planned increases in defense and homeland security spending—especially as those resources are directed at illusory 'invasions' and nonexistent 'insurrections.' It will remain true despite—and even to a degree because of—costly and distracting displays of military and law enforcement muscle-flexing. Area after area of the government with responsibility for anticipating, preparing for, and handling major national security threats has been affected. Despite news reports addressing some of these developments individually, the scope of the changes to institutions, personnel, budgets, and policy, and the interrelated and cumulative consequences of those changes, must be better understood and reversed. This should not be a partisan issue. It impacts red states and blue, Democrats and Republicans, cities and rural areas, rich and poor, all of us. Furthermore, this is not an abstraction. Every area impacted is demonstrably one that recent history has shown should be of urgent concern to us. At the core of this critical situation is the effective lobotomization of our government's national security 'brain' and 'nervous system.' We have not had a dedicated national security adviser to the president since May 1 when Mike Waltz resigned. In the intervening six weeks, this critical role has ostensibly been filled by Secretary of State Marco Rubio. But not only does Rubio have a massively challenging job as secretary of state, he is also serving as interim head of the U.S. Agency for International Development and as acting archivist of the United States—head of the agency responsible for preserving all the government's records. None of these tasks is minor. None can be performed on a part-time basis. Although it has been observed that Henry Kissinger once held both the top State and National Security Council positions, that was considered such an error that President Gerald Ford told me when I interviewed him for my history of the NSC, Running the World, that undoing the arrangement was one of his most important decisions as president. The State Department is undergoing a major reorganization while dealing with the complex and volatile world situation. USAID, a crucial tool of U.S. foreign policy and one with a vital role to play in helping to contain disease and conflict worldwide, is effectively being dismantled. Rubio is also taking on roles that many former secretaries of state did not get deeply engaged in, like determining who should be granted or denied visa status. In addition, his burdens are increased because there is no confirmed U.S. ambassador to the United Nations, and more than 70 other ambassadorial positions remain open. Rubio simply could not effectively do what he is being asked to do even were he not also being given the most critical national security policy development and coordinating role in the White House. Making matters dramatically more challenging, on May 23, the White House announced the elimination of 100 jobs within the National Security Council, reducing its professional staff to its smallest size in decades. Furthermore, there are credible reports that further cuts are likely, with some estimates suggesting the president is considering reducing the NSC staff to half of its over 350 positions or even further to 'just a few dozen people.' This would make the NSC smaller than it has been in decades. But for an entity that is responsible for monitoring the world and threats to our national well-being and then coordinating the development of policies and the implementation of the plans approved by the president, as big a blow as the cuts are, more important is that the entire NSC process is being marginalized by a president who has repeatedly and recklessly made it clear he does not feel he needs advice. His refusal to hold regular intelligence briefings and reports of his resistance to consuming written intelligence illustrate this point. So do his decisions to appoint top aides to national security posts like Secretary of Defense Pete Hegseth and Director of National Intelligence Tulsi Gabbard, who are among the least experienced ever to hold their jobs. As events surrounding the military deployment in Los Angeles illustrate, Trump has sought aides not for their counsel but for the willingness to do unquestioningly what they are told. (This point is supported by contrasting the resistance Trump received from his secretary of defense and chairman of the joint chiefs to plans to deploy the military against Black Lives Matter protests in 2020 with the reflexive support of Hegseth for the legally questionable moves against protesters in California.) Rubio has indicated that the NSC cuts target it as a stronghold of the 'deep state.' But of course, the president can appoint anyone he wants to the NSC staff; therefore, drastically reducing the agency's role is not the only way of addressing the issue of the loyalties of staffers. Cuts in its bloated staffing were certainly justifiable. What is not defensible is so drastically weakening the advice available to the president, the quality of that advice, or the ability to coordinate interagency actions in support of presidential decisions. The diminution of the NSC's role might not increase the risks faced by the U.S. so drastically if at the same time the NSC was shrunk and sidelined other national security agencies were strengthened—especially those associated with critical crisis areas. But that is clearly not the case either. Essentially all overseas roles in USAID are being eliminated. The State Department plans to do away with nearly one out of five employees. Thousands are expected to be cut from the U.S. intelligence community. The president has expressed a desire to disengage from the United Nations and minimize other alliances and international institutions that have played a multilateral crisis management role in the past. NATO in particular, our most important alliance, has been weakened even as the position of our enemies and rivals has been strengthened by changes to our policies and priorities. The president's 2026 budgets calls for over $500 million in cuts at the FBI—which plays a crucial role in U.S. counterintelligence activities. Some of the FBI's most experienced professionals have been removed from their offices. The Department of Justice has cut U.S. efforts to stop foreign interference in our elections. Chillingly, the government's main coordinating mechanism with the Department of Homeland Security for managing counterterrorism threats has been downgraded dramatically, with the appointment of a 22-year-old with virtually no experience of any sort to head it. The president has announced he is considering eliminating the Federal Emergency Management Agency and handling all disaster response decisions personally. The ability to anticipate hurricanes and help people prepare for other environmental disasters will be harmed by cuts to the parts of the National Oceanic and Atmospheric Administration that handle those duties. Even cuts to public broadcasting will make it harder for information about natural disasters to get to rural areas. Elevating individuals who don't believe in climate science certainly also makes matters worse. Cuts at the Department of Health and Human Services have hobbled our ability to predict or respond to pandemics or bioterrorism. Cuts to Medicaid will hinder our ability to prevent or respond to disease outbreaks—once again with impact on rural communities being most negative. Programs to develop and promote vaccines that could help prevent such health disasters have been eliminated, as has vital expertise in epidemiology and immunology, among other key areas. Even the parts of the government that help us avoid and control financial crises have been weakened dramatically, and financial institutions have been given more latitude to repeat past or invent new forms of risky behavior. Rather than learning from the experiences of our own lifetime, from terror attacks to wars to financial crises to the pandemic, we are actually increasing the chances we relive them or worse in the near future. We cannot anticipate what will come next. With the volatility in the Middle East at the moment, increasing violent extremism at home and abroad, bird flu, measles and tuberculosis cases regularly being reported, market volatility due to trade uncertainty, and the start of hurricane season, what we do know is that serious risks are everywhere. But what is clear is that whatever the next crisis may be, we will be less able to handle it, and our citizens, our economy, our allies, and our country will suffer. It is time for the Congress to live up to its oaths and reverse these trends. It is essential voters recognize the dangers that are accruing to their own communities and lives. Furthermore, those who may aspire to be responsible for the national security decisions in any future government should be developing plans over the next couple of years that can be quickly implemented to reverse the damage that is being done to our ability to protect our citizens.
Forbes
4 days ago
- Business
- Forbes
What It Takes For Marcom Teams To Navigate Crisis Management
Heather K. Stickler is the Chief Marketing Officer at Tidal Basin Group. In a world where a social media post can shift a stock price and a blog post can spark a global movement, the role of marketing and communications (marcom) teams has never been more crucial. Think of them as first responders in the digital realm, navigating crises and guiding client communications with composure and strategy. After nearly two decades supporting and leading marcom teams in the architecture, engineering and construction (AEC) and emergency management industries, I've seen how crises, whether natural disasters, reputational threats, regulatory pitfalls or high-stakes operational challenges, can unfold without warning and that having a resilient marcom function is not a luxury; it's a necessity. Let's take a look at what makes a marcom team successful. Whether it's dealing with the fallout from a recalled product, managing the repercussions of an executive gaffe or navigating through a PR fiasco, marcom teams should always be ready. The goal is not just putting out fires; it's preventing them from spreading and doing damage. To achieve these goals, four core principles—preparedness, speed, clarity and trust—should remain consistent for marcom teams across all sectors: One thing's for sure: Successful marcoms teams don't just wing it. They're all about preparation. The Public Relations Society of America tells us that having a proactive crisis management plan is essential. An effective crisis management plan involves developing these plans, having regular drills and continuously updating them to adapt to new media landscapes and communication channels, ensuring timely responses. Take this one step further by scenario-planning across multiple 'what-if' contingencies, ranging from cyberattacks to community backlash over controversial programs. Planning for these contingencies is especially crucial in high-stakes sectors like emergency management, where cyberattacks on public infrastructure can be devastating. Also, remember: The best plans don't just live in a binder; they're practiced, pressure-tested and accessible across teams. When crisis strikes, the clock is ticking. A recent HubSpot blog post put it best: 'The first 24 hours often determine how your organization's response will be remembered.' That's when marcom teams need to be fast and accurate with the facts to keep rumors and misinformation at bay and ensure they control the narrative. In my experience in the aftermath of a major disaster, for example, getting ahead of misinformation in the first few hours through social channels, media briefings and SMS notifications can help governments retain public trust as the situation evolves. Consistency and transparency aren't just buzzwords. Sticking to these values helps stabilize situations and preserve trust with clients, investors and the broader public. In professional services—especially in industries like AEC and emergency management, where public trust is paramount—there's little margin for obfuscation. Owning the narrative, even when the news is difficult, can actually strengthen brand credibility over time. Trust is built in those vulnerable moments, not after the dust settles. As Ryan McCormick, co-founder of Goldman McCormick Public Relations, recently explained to The Drum: 'Lack of response feeds more speculation, more speculation feeds more misinformation and before you realize it, there's a rumor going around that started on social media, because of a lack of response.' Beyond their day-to-day roles, marcom teams also often act as in-house agencies, serving as trusted advisors during client crises. Here's what it takes for in-house teams to succeed in this role: In-house teams should view themselves as a bridge between the client and their stakeholders, ensuring that all communications are cohesive and accurately reflect the client's brand voice. They must always be on standby, and they should know the business inside and out to tailor relevant and resonating messages. At my firm, we often serve dual roles, as corporate communicators and crisis advisors. I've found that the key to success is the ability to immediately translate complex regulatory guidance into community-ready messaging. for instance, this can be key when embedded with a county emergency operations center to assist with public outreach after a natural disaster. Having a deep understanding before the crisis happens can accelerate message delivery and improve citizen satisfaction. Whether it's addressing social topics of concern or managing community relations during significant projects, marcom teams must ensure all communications reflect the client's values and effectively address public concerns. This messaging requires more than a savvy writer. It takes a team that can build consensus, read public sentiment and gracefully navigate politically charged environments. Creating content that addresses the crisis at hand and seamlessly ties back into the broader brand strategy is one of the most difficult balancing acts for marcom teams during a crisis. Whether it's press releases, social media updates or direct communications, each piece must add value and bolster the brand's image. This strategic content creation is key to surviving a crisis and emerging stronger on the other side. A crisis is not the time to reinvent your voice; it's the time to reaffirm your values. Thoughtfully crafted messaging should reflect who you are, not just what you're reacting to. Marcom teams are essential players for public and private organizations worldwide. They skillfully manage everything from routine brand awareness to full-blown crisis mitigation. Their ability to react quickly, maintain clarity and tailor communications makes them indispensable. In the sectors where lives, livelihoods and taxpayer trust are on the line, marketers' roles are not just about telling stories; it's about protecting reputations, shaping public understanding and helping communities recover. And that's a responsibility we don't take lightly. Forbes Communications Council is an invitation-only community for executives in successful public relations, media strategy, creative and advertising agencies. Do I qualify?
Zawya
4 days ago
- Zawya
Jordan: National Security Council urges public to follow guidelines for dealing with current events
AMMAN — The National Centre for Security and Crisis Management on Saturday night urged citizens to adhere to awareness guidelines for dealing with current events to preserve public safety. The centre also urged citizens to adhere to safety procedures when hearing sirens, in order to preserve public safety, the Jordan News Agency, Petra, reported. The centre reiterated the need for the public to remain at homes, not leave their homes, and stay away from windows until the siren is over. © Copyright The Jordan Times. All rights reserved. Provided by SyndiGate Media Inc. (
Daily Mail
12-06-2025
- Sport
- Daily Mail
Under-pressure Brisbane Broncos take extraordinary measure after recent controversies and rumours of player unrest engulf the club
A recent number of controversial incidents have forced the Brisbane Broncos to take a huge measure to maintain the club's reputation. Following the fallout relating to Ezra Mam's car crash, Reece Walsh's punch video and the sacking of Marty Taupau, the Broncos have hired a crisis management expert, according to reports. Buzz Rothfield of The Courier Mail writes that Grant Williams, a renowned reputation management expert, has joined the club. The NRL journalist added that Williams was 'rushed in to protect the club and its brand'. The footy club have been dragged into several off-field controversies this year, and the club have opted to draft in a crisis management expert to provide advice on multiple operational matters. Rothfield adds that Williams, who has previously worked with the NRL's media and communications set-up and worked as an advisor to NSW Police commissioner Mick Fuller, will work with players and managers at the club. That work is due to pertains mostly to their responsibilities in line with the NRL's rules on conduct and social media use. Mam pleaded guilty to one count of driving with a relevant drug in his system and another count of driving without a licence for an incident that took place in Bardon, Brisbane, last October. He was fined $120,000 by the NRL and the Broncos and handed a nine-match ban after he had crashed into an Uber taxi, injuring a four-year-old girl. Meanwhile, the Broncos were left furious at Walsh after he uploaded a bizarre and worrying video of himself appearing to punch a friend with a boxing glove on. Another player, Taupau parted company from the football club on amicable terms after he had appeared to like a social media post openly criticising Michael Maguire. The Broncos boss himself has also had a turbulent induction to life at the Clive Berghofer Centre. Williams' website states that he is a 'public affairs, strategic communications and media management advisory, providing crisis, issues and reputation management to companies organisations, family offices, boards, chairs chief executive officers, professionals and individuals.' His website adds that Williams will: 'personally prepare you for any crisis or issue' as well as 'identifying risks before they happen and provide a 24/7 urgent and bespoke response when they do'. Williams told Rothfield: 'The Broncos are a tremendous club and I'm looking forward to supporting their team with strategic counsel where required.' On the pitch, the Broncos have had a mixed season, despite being pipped to be a premiership contender prior to 2025. However, they have struggled to consistently perform, with Brisbane having won only one of their last five matches. Earlier this week, boss Dave Donaghy has also criticised claims that there is a fractured changing room at the club, throwing his support behind Maguire. There have been suggestions that the Broncos boss is facing a player revolt, but Donaghy said: 'The talk of unrest is simply not true. 'I'm not there every day, but I have asked the football department to give me some feedback if there is some discontent and I've had nothing come back of that nature. 'I have asked questions. We had a board meeting last week, we had 'Madge' in to talk about things and one of the directors was at training and they called me and said the players have been nothing but positive of Madge. 'Myself and the directors walk around the club and we get a feel if there's some major issues. We see none of that. The issue we see is Madge has come into reset a team and it could take longer than we thought.'
Zawya
12-06-2025
- Business
- Zawya
The Drill SaaS Tech teaches crisis via interactive publishing
That's the verdict of Gerry McCusker, a 30+ year PR veteran who has built the first Arabic-language crisis training tool for the future called The Drill. Crisis management training has finally met the digital and interactive age, via a software solution that spells the end for tabletop and flip-board crisis rehearsals. The Drill's live, online technology dramatises the way organisations prepare for crises with an interactive methodology that delivers training outcomes via realistic and time-sensitive publishing. And clients don't need any special facilities, software or venues to access this innovative tool. Creator of The Drill crisis simulation portal, Gerry McCusker, has tested and proven that his new digital technology can immerse clients into a wholly realistic PR disaster, safely within a secure online portal, enhancing crisis planning and preparedness. Clients login, and for the next 4-8 hours all their communications - email, online, phones and content creation - are contained and escalated within the fully realistic, media-rich environment. The Drill simulates multi-channel pressures - from crisis logs to emails plus online news media, radio and TV reports and social media. 'Digital technologies have revolutionised how interests attack brands and businesses online. Our portal revolutionises how companies train staff to handle such threats.' says McCusker. As a crisis learning portal, The Drill's interactive environment helps clients probe the right questions and formulate strategic - and online-savvy - crisis responses. It's unique in that it guides clients through an issues management methodology, while allowing them to experience real-life crisis challenges, curve-balls and 'tests'. The product had its pre-launch at The International Emergency Management Society conference in San Diego in September 2016, and since then has been deployed by clients and peak bodies from Sydney to Singapore and Sharjah. Clients include organisations spanning the agriculture, construction, education, finance, food, healthcare, infrastructure and Oil & Gas sectors. 'We believe The Drill offers clients the worst day of their professional life. And after they've done our drill, they'll be well-prepared for when it all gets real,' McCusker concludes. About The Drill: The Drill is the premier, boutique online crisis simulation technology, developed by seasoned crisis communications experts to provide bespoke, real-time training experiences for organisations across various sectors. Launched in 2016 at The International Emergency Management Society (TIEMS) Annual Conference in San Diego, The Drill has since been adopted by numerous corporations and government agencies. Offering a realistic replication of the pressures experienced during actual crises, The Drill crisis simulator enables participants to engage in interactive publishing and strategic decision-making within a controlled, online environment. The platform delivers tailored crisis scenarios ranging from cyber attacks to product recalls, accommodating training sessions for small executive teams to large, remotely located groups. Its flexibility allows for scaling up to conference-sized cohorts, with the largest session to date involving around 220 participants. The Drill remains committed to enhancing organisational resilience through innovative, interactive crisis management training, ensuring clients are well-prepared to navigate the complexities of modern crises. For more, please visit
