Blindsided is the authoritative guide to crisis management.

This "how to" handbook gives essential advice that every manager needs to know when a crisis hits. Written by CMI Founder/CEO Bruce Blythe, it's a fascinating, easy-to-read guide that draws on Blythe's 20+ years of experience as a pioneer in crisis management.

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Catastrophe Control 101

How executives handle crises can mean the difference between catastrophe and quick recovery. A lot hinges on the tone of early communication, says Bruce Blythe, founder and chief executive of Crisis Management International.

The keys are measured response and accurate information, he writes in “Blindsided: A Manager's Guide to Catastrophic Incidents in the Workplace.”

When disaster hits, minimize the impact with these steps.

Isolate the crisis. Identify areas of operation that have been affected and areas that have not. This prevents speculation and panic.

Example: “If a fire has destroyed your Northwest distribution center, you'd make that announcement and add, ‘All other distribution centers are fully functional and will pick up the slack for timely delivery to customer,'.” Blythe said.

Start with ‘holding' statements. These are initial announcements stating what is known and what has been verified. Holding statements “buy time until you can organize your response and draft messages specific to the event, “ Blythe noted.

In all statement, make clear that investigations are under way and that a solution will be presented as soon as possible. In the immediate aftermath, avoid “issues of responsibility and cause, since you will rarely know the entire story yourself at this point,” he said.

When the facts are known, accept whatever portion of the blame is yours or the company's.

Develop the main messages. As facts come to light, craft messages for both internal and external audiences. Start from the back end, preparing statements that answer anticipated questions from each group.

Depending on the situation, you'll be dealing with employees and their families, senior management, the board, suppliers, customers and media. Target each audience specifically.

When second-guessing reporters' questions, be factual but phrase answers in a way that keeps you in control, Blythe says.

Rethink advertising. Consider whether spots should be halted temporarily. Yesterday's ad might be inappropriate today. Weight whether it's possible to place advertising in newspapers, on the radio or TV accepting responsibility or with a positive focus in the nest day or so.

Repeat back what you hear. When you receive critical information, parrot it back to ensure you have it right. Don't compound a bad situation with misunderstandings – or worse, misinformation.

Gear it to action. “Effective crisis response is not passive,” Blythe emphasized. “it's what you do that's most important.”

To make sure action plans are understood, communication needs to be consistent, tightly focused and written in plain English. Ask others if they understand what's written. If they don't, make the necessary adjustments.

Keep up. Stay on top of press coverage and aggressively correct misinformation. Reports take on a life of their own, with inaccuracies repeated from one story to the next.

Use a filter. Funnel outgoing statements through legal counsel.

Protect your people. “Quickly inform employees where to refer calls,” Blythe said. If dealing with a large number of phone inquires, route them to a voice-mail holding statement.