Donita R. Rudy has spent the past 25 years assisting clients from a variety of industries and business sizes with financial, strategic, and turnaround management services. In this Q&A she explains how crisis management is a process whereby you maintain control when the uncontrollable happens.
By Chrystin McHugh, manager - strategic marketing
On Nov. 7, I had the opportunity to discuss crisis management with Donita R. Rudy, CTP, MBA, owner of Donita Rudy & Associates Inc. and principal at Compass Advisory Partners. Rudy has spent the past 25 years assisting clients from a variety of industries and business sizes with financial, strategic, and turnaround management services. Rudy explains that crisis management is a process whereby you maintain control when the uncontrollable happens.
Wells Fargo – where employees opened millions of false accounts in real customers’ names to up their own take home pay – and Samsung – where a product defect caused millions of devices to catch fire and be recalled.
Dealing with crisis in smaller businesses is where my expertise is strongest. Smaller businesses have limited resources, and therefore, no choice but to develop a proactive approach for maintaining control when the unthinkable happens.
I was the COO at a bank when an internal embezzlement fraud scheme occurred. An employee who reported to me was committing the act. Another employee was the first to find the fraud, and when she divulged what she found she was visibly shaken. I immediately isolated and removed the whistleblower from the situation and stopped the outflow of money. I built a team to work over the weekend to determine just how bad the fraud was. It was determined that we needed to contact the FBI immediately. The FBI investigation included a phone call and in-person meeting with the embezzler, where I had to wear a wire. I was close to this person, so the emotional side of the crisis was intense for me. When the press ran with the story we had to develop a corporate communication response plan to address internal and external concerns. At the time of the embezzlement, the company did not have a crisis plan in place. Because of this situation, we developed a clear process for crisis management and changed our procedures.
Another experience in dealing with crisis occurred when I was the CEO of a small, family-owned retail company. During business hours, a domestic situation occurred between an employee and her significant other inside a store. The immediate impact of the crisis was on the victim (employee), other employees of the store, and the customers. There were no resources in place for the store employees to deal with this on their own, and they had never been trained beyond dealing with an irate customer. I was called into the situation. The aftermath of this incident was that we lost customers and our other employees were understandably upset. We developed a plan for diffusing situations like this in the future and looked at risks from a greater level, such as rethinking our closing procedures.
Either of these situations – embezzlement or a violent episode – could happen to any company at any time.
To hear more on crisis management from Donita Rudy, attend the Decision Makers Conference on Dec. 12 in King of Prussia or via webcast.
Statements of fact and opinion are the authors’ responsibility alone and do not imply an opinion on the part of PICPA officers or members. The information contained in herein does not constitute accounting, legal, or professional advice. For professional advice, please engage or consult a qualified professional.