Jarred Back into Leading in the Midst of Crisis: A President Responds to Workplace Homicide
This case features the actual responses of an organizational President who finds himself in the midst of a murder within his organization, which occurred while he was out of town and out of touch. His statements are the case data. Background information at the start of the case describes a leader who was largely uninformed and unaware of deadly internal threats that preceded the murder by nearly a year. Rather than focusing on traditional communication guidelines (e.g., word or delivery choices), attention here centers on inferences, implications, and promises embedded in the President’s communications. Verbatim quotes offer opportunities to consider potential assumptions and evaluations of internal and external stakeholders, as well as impacts and limitations to paths forward for the organization and the President.
1. To explore the influence and range of an actual leader’s communication in a crisis, especially regarding impacts and implications for the organization’s future, evolving strategies, and the leader’s personal commitments.
2. To consider potential costs the leader is unaware of or insufficiently informed about regarding threats, signals, and occurrence of crisis.
3. To explore varied ways in which global cultures handle the management of crisis communication, including signal awareness of leaders, and why.
4. To consider the potential impacts of internal and external communications from the top regarding crisis awareness and preparation, including interpretations and promises implied or set by top leaders’ communications.
