“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.

Employees need to believe that their organization is able to handle the crisis. Here are some tips to make that happen.

Lawyers often advise their clients to stay silent in a business crisis. On one level this seems like a sensible approach.

Everyone makes mistakes and thus everyone needs to know how to apologize effectively.

Every seasoned lawyer has stories of panicked phone calls from a client — the business is imploding, a regulator is on the doorstep, a product has failed, and an employee has committed a crime.