“If asking when crisis is going to be over is the wrong question, what is the right one? A better framework with which to look at crisis would be to look at how we move through it.”
“If asking when crisis is going to be over is the wrong question, what is the right one? A better framework with which to look at crisis would be to look at how we move through it.”
Even under the best circumstances, a legal dispute can be exhausting, scary, and isolating, and the experience can significantly reduce the benefit of an eventual legal victory.
Why ‘No Comment’ is No Good For Your Client and What You Can Do Instead
“Imagination is about curiosity, openness, and adaptability. It encourages us to perceive the darkest moments of struggle as neither fixed, nor inflexible, but subject to change. Imagination is about expansive potential.”
“When a business crisis hits, one of the first calls is usually to a lawyer. When that call comes, a lawyer needs to understand the emotional dynamic of a crisis and the particular energy it produces in order to fulfill their role as an adviser.”
“One of the hallmarks of crisis is that life as we know it seems to change in an instant . . . . The one thing we do know for certain is that the status quo is untenable – we can’t go back to where we were nor can we stay where we are.”
“Crises are not solved with reason and data alone.”
“We don’t choose the crisis, but we can choose how it transforms us.”
In this course, attorney Aaron Solomon and CEO Meredith Parfet of the Ravenyard Group will discuss the attorney’s role as advisor in a business crisis, as conceptualized by the ABA Model Rules of Professional Conduct.
“Outrage is also one of the most common ways we respond to violations of what we perceive to be the principles of our community.”
“Much attention has already been paid to helping businesses make choices, manage risk and stay afloat during this challenging time. Little has been said, however, about how to help lawyers survive under the strain of balancing multiple client crises while simultaneously experiencing a crisis of their own.”
Executives at a crisis communications firm observe that reactive decision-making gives the illusion of control but can’t be successful because it lacks focus and goals. They say the simple act of setting priorities can make all of the difference.