This requires a bit of a dooms-day vision, which while sounding askew, is actually an appreciated skill in risk management and lawyering. Planning to deal with worst-outcome scenarios is vital to managing them. As the HR practitioner in charge, for example, what would be the steps to take if the company president suddenly had a heart attack and no succession plan was in place? What would be done if a union organizing campaign started in the company parking lot? What would be done if a senior-level manager had sexually harassed a subordinate and the victim went public? Crisis Management Team: Assemble a team of essential personnel and experts both in and outside of the company that have the ability to work through the chosen issue(s) of the crisis management plan (NTA, 2003). The makeup of the team will vary depending on the crisis. The team develops the plan to be followed and members are in charge of executing the plan. Only individuals with a critical function in relation to the event should be on this team. Company Stance: Keep a laser-sharp focus on the company's mission and values statements and all underlying policies and procedures. Consider any laws that could be implicated. What is the unwavering company stance on the matter? Map It: Nail down action steps from the beginning to the end. A business continuity strategy should be clear and well-articulated (Smith, 2003). Ensure there are no gaps or overlapping steps or duties. Rehearse the scenario often and continually update the plan due to any type of important change or modification. Execution: If the crisis occurs, execute the plan and monitor each step from the map as it unfolds. Stay the course unless some major diversion requires a change of action. Post-Event Analysis: When the crisis has been abated, diverted, neutralized, or minimized review what happened. Debrief as necessary and required, especially to all stakeholders. Prepare appropriate reports for review and follow-up, including investigating the circumstances and people involved-all towards an eye for closure on the issue(s). Use focus groups to shed light on where things could have gone better or where possibly there is litigation exposure. Dealing With the Media & the Public: Confident in the company stance and actions, be as transparent as possible. Avoiding the media with delayed responses, twisted story lines, or "no comment" only invites speculation and in-depth scrutiny (NTA, 2003). Policy statements should be prepared in advance as part of the crisis management plan even though they might be subject to change as things unfold. Maintain the "one-person, one-message" rule so that a credible person speaks on behalf of the company (NTA, 2003). The idea should be to salvage the company's reputation, while minimizing business continuity disruption (Smith, 2003). Being a proactive strategic partner makes the role of a human resources practitioner even more valuable and important during a company crisis. The simplified crisis management plan is a tool to help organize the HR practitioner's critical thinking process on putting one together. A guide to developing crisis management plans. Business continuity and crisis management.