????危機無處不在。想一想最近幾樁全國性丑聞的主角：通用汽車公司(General Motors)、克里斯?克里斯蒂和美國國家安全局(NSA)。企業每天都在遭受無數人為失誤的困擾，比如“全部回復”災難、產品缺陷、風流韻事等等。無論你遭遇的危機是大還是小，有兩位作者都認為，他們能幫到你。克里斯托弗?勒翰和馬克?法比亞尼被《新聞周刊》(Newsweek)發表于1996年的一篇人物特稿戲稱為“災難大師”，他們曾經為比爾?克林頓的總統大選活動立下汗馬功勞，后來還幫助這位美國前總統安然度過彈劾危機。在最近與導演比爾?古登泰格合作撰寫的一本平裝書中，兩位作者以公司高管為受眾，重新總結了他們在政治危機管理中汲取的經驗教訓。《災難大師：損失控制10大軍規》(Masters of Disaster: The Ten Commandments of Damage Control)一書把他們的忠告提煉為10條規則。為方便讀者記憶，我們反過來又把這些戒律進一步提煉為十大要點。別客氣，拿走不謝。

????Crisis is everywhere. There are the national public relations fiascos: General Motors, Chris Christie, the NSA. And then there are the countless human missteps that plague companies every day: The reply-all email gaffe, the product defect, the affair. Be your crises big or small, these authors think they can help. Christopher Lehane and Mark Fabiani were dubbed the "Masters of Disaster" in a 1996 Newsweek profile for their work with Bill Clinton's presidential campaign (they also ran interference after his impeachment). In a new paperback, co-authored with director Bill Guttentag, the authors repurpose their lessons in political crisis management for the C-suite. "Masters of Disaster: The Ten Commandments of Damage Control," distills their best advice into 10 rules. We've, in turn, distilled those commandments into a handful of words. You're welcome.

????#1: 充分披露

????把整個故事都講出來。一次性講出來，到此為止。否則的話，你就很有可能“被它徹底吞噬，”勒翰等人說。這項建議不僅準確，而且具有普適性。這方面的典型例證當屬著名高爾夫球手老虎?伍茲。他的無數風流韻事在媒體上傳播了幾天后，他就高調亮相，和盤托出全部真相。面對丑聞，千萬不要一聲不吭，這樣做非常尷尬。迅速且毫無保留的招供可以限制丑聞帶來的傷害。順便給你提個醒：如果不小心點擊了“全部回復”，請即刻采取補救措施。

????#2: 向核心受眾說明原委

????陷入危機的每個人都有各自的核心受眾，即那些對你有殺傷力的人群。對于一位校長來說，核心受眾是學生家長；于一位大學教練而言，它是受托管理委員會；于一家公司而言，它是股東和分析師。作者專門針對上市公司列舉了一份10頁的新聞稿，同時把它提煉為一份由3句話組成的致股東函，上面寫道：“非常高興地告知諸位，本公司已經徹徹底底地解決了此事。”消息剛一發布，公司股價就應聲而漲。

????#3:不要給傳言加料

????參見規則1。真相總有水落石出的一天，所以你應該迅速且完整地披露一切事實。作者寫道，“你拖著不愿交底的時間越長，你陷入危機的時間就越長。”

????#4: 細節至關重要

????迅速行動，但不能太快。梅格?惠特曼2009年宣布競選州長的時候，她被幾個詢問投票記錄的細節問題搞得措手不及。“她還沒有做好面對特寫鏡頭的準備，”幾位作者寫道。她的競選活動由此遭受重創。發布或披露重大消息前，最好先理順一些看似微小的事實。

????#1: Full disclosure

????Put the whole story out. All at once. Full stop. Otherwise, risk "getting completely run over by it," say Lehane et al. This advice is as ubiquitous as it is accurate. The classic example is Tiger Woods, who let rumors of his affairs brew in the press for days until he came clean. Instead of the awkward nonresponse, a swift and complete confession would have limited the damage. Bonus tip: Respond immediately to that errant reply-all e-mail.

????#2: Speak to your core audience

????Everyone in crisis has a target audience -- usually the people with firing power. For a school superintendent it's parents, for a college coach it's the board of trustees, and for a corporation it's shareholders and analysts. For one public company, the authors took a 10-page press release and distilled it into a three-sentence missive for shareholders, saying, "The company is pleased to have put this matter behind it once and for all." The stock price went up on the news.

????#3: Don't feed the fire

????See rule number one. The truth will out eventually, so disclose everything fully and quickly. The authors write, "The longer it takes you to get to the bottom line, the longer you will be in crisis."

????#4: Details matter

????Move fast, but not too fast. Meg Whitman was caught off-guard for detailed questions about her voting record when she announced her bid for governor in 2009. "She was not ready for her close-up," the authors say. The result was a gut punch to the campaign. Get the small facts worked out before the big reveal or disclosure.