What to Do When Things Go Wrong: A Five-Step Guide to Planning for and Surviving the Inevitable: And Coming Out Ahead
- 4h 56m
- Frank Supovitz
- McGraw-Hill
- 2019
Manage every business problem like you were born for it—from a problem customer to a career-threatening crisis
It’s not being negative or pessimistic to assume that something will always go wrong in business and in your career. It’s being realistic. What you do when crisis hits is the only thing matters—and this proven guide delivers everything you need to take positive action with confidence, skill, and professionalism.
In What to Do When Things Go Wrong, Frank Supovitz, the man who has been behind-the-scenes at major events like the Super Bowl, Stanley Cup, and Indy 500 guides you through the process of making sure you handle inevitable problems as if it’s something you do day in and day out.
Whether you’re revealing a new strategy to your team, presenting last year’s numbers to the C-suite, or opening your own business, What to Do When Things Go Wrong helps you think through and prepare for all potential problems. You’ll learn why things go wrong, how to best go about preventing crisis, and how to fix them when they happen anyway.
Complete with stories from the author’s clients, executives, entrepreneurs, and others, What to Do When Things Go Wrong is your playbook for ensuring the results you deliver reflect the smart, hard-working professional you are.
About the Author
Frank Supovitz has been running some of the world’s most prestigious, widely viewed, and well-attended sports and entertainment events for more than 25 years. As Senior Vice President of Events for the National Football League, he oversaw the meteoric growth of Super Bowl, Pro Bowl, and the NFL Draft. Over the 50-year history of the Super Bowl, he is one of only four people to have held that unique job.
In this Book
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Foreword
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Can This Day Get Any Worse?
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Defining Disaster
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Anything That Can Go Wrong
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It's a Matter of Time
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Living in the Land of the Likely
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The “BCD's” of Contingency Planning
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Hope is Not a Strategy
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Prepare for Anything
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Communicate or Die
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Command and Collaborate
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Building a Super Team
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Managing the Inverted Pyramid
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Building an Empowerment Culture
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Leading a Community of Problem Solvers
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Everything Affects Everything Else
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Real-Time Management
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Two-Minute Drill
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Confronting the “Oops–Damn” Moments
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The Crisis within, the Crisis without
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Right Has Left the Building
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Managing Recovery
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Managing the Message
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Breathe. Debrief. Repeat
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Conclusion—A Bullet Dodged. For Now
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References
