CEOs are often called on to provide leadership in a crisis. But what does an organization do when, for whatever reason, there’s no one in the corner office to respond to a disaster, scandal, or other business emergencies?

My LinkedIn feed has been filled with layoff posts lately. They’re often a series of uncomfortable responses from well-intentioned friends. I’ve seen people say everything from “Good luck!”

“Life is a mystery. Death is a mystery. Our job is to explore the full range of the experience.”

Under the best circumstances, a legal dispute can be exhausting, scary, and isolating, and can significantly reduce the benefit of an eventual legal victory.

“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.”