Learn why CEOs should be visible and front-and-center during a corporate emergency and some of the many ways they can be seen and heard when a crisis strikes their organization.

Find out in this episode why companies should be careful about how they apologize for their role in creating a crisis, and advice from crisis management expert Edward Segal about the right ways to issue a corporate apology.

How should your company respond to news reports about the recent return of the polio virus in New York and London? In this special edition of the podcast, crisis management expert Edward Segal discusses the five best practices corporate executives should follow in response to this unfolding situation.

Crisis management expert Edward Segal discusses the first three steps business leaders should take—and why—as soon as they learn there is a crisis at their company or organization.

In this episode you’ll find out the most important things you could learn by testing your crisis management team before they respond to a corporate emergency, and what you could do with that information.

Discover what crisis management teams should do, how they should do it, and why they should do it before disasters, emergencies or scandals strike their organizations.

Crisis management expert Edward Segal explains why companies should appoint their crisis management teams before there is a corporate emergency, the best people to serve on those teams, and why they should meet on a regular basis.

In this episode, you’ll learn how and where you can pick up early warning signs that your brand, business or organization could be on the verge of a harmful crisis--and what can happen if you do not know what others are saying about your company, products or services.

In this inaugural episode, you will find out the benefits of having a crisis management plan, the six things company executives will know how to do with a properly prepared plan, and what happened when an organization’s crisis management plan failed to include protocols for responding to an obvious worst-case scenario.

Since 1958, Project HOPE has confronted the world’s greatest health challenges and daunting emergencies. They have responded to hurricanes and earthquakes and the humanitarian consequences of civil war. They were on the frontlines of an Ebola outbreak in Africa and rebuilt creaking public health networks in the Soviet bloc during the Cold War and after the Iron
Curtain fell. When deadly tsunamis hit Japan and Southeast Asia, Project HOPE was quick to deploy and stayed for months.


Rabih Torbay, president and CEO of Project HOPE, discusses how the international organization prepares for and responds to crisis situations around the world, and what others can learn their work.