Is your organization prepared to turn a crisis into an opportunity while protecting its reputation and driving performance?
In this episode of the Leadership Levers, we sit down with Stephanie Craig, President of Kith.co, to explore the critical importance of crisis preparation and reputation management for organizations.
Stephanie shares her unique background, from growing up in Canada’s Arctic to working in both US and Canadian politics - how these experiences shaped her ability to navigate high-pressure situations and help leaders do the same!
Stephanie emphasizes that a strong organizational culture and open communication are key to mitigating crises. She shares how leadership teams that prioritize collaboration, avoid information silos, and align on shared values are better equipped to respond to challenges swiftly and strategically.
She highlights the direct link between crisis preparation and organizational reputation - noting that reputation often accounts for a significant portion of a company’s value.
Through real-world examples, Stephanie illustrates how clear communication and proactive planning can turn a potential crisis into a positive outcome, as seen with a government contractor’s payroll issue.
Conversely, she shares how miscommunication between departments, such as in the Disney arbitration case, can lead to reputational damage.
Stephanie concludes with actionable advice for corporate leaders and private equity professionals - treat crisis preparation as a necessity, not an option. She encourages leaders to invest in processes and protections that safeguard their organization’s reputation, fostering resilience and long-term success.
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Seeking to align your culture, boost performance & impact your bottom line? Let’s chat—no sales, just real talk about your challenges. Not ready? Join our PL3 Community for free insights & connections.
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
William Gladhart (00:00):
Welcome to the Leadership L Podcast.
I'm your host, will Gladheart,cmo at the Culture Think Tank.
At the Culture Think Tank, weempower leaders with metrics
that strengthen culture, driveperformance and return.
We're here today to learn aboutthe actions leaders have taken
to address organizational change.
(00:21):
Today, our guest is StephanieCraig, president of Kith.
Thanks for taking time to joinus.
Stephanie Craig (00:29):
Hi, Will.
I'm thrilled to be here.
Thanks so much for having me.
William Gladhart (00:33):
Absolutely.
Let's begin by having you sharewith our audience a bit about
yourself, your background andyour organization.
Stephanie Craig (00:40):
Well, I think it's probably a little bit
easier if I do it a little bitin reverse.
Kith is a crisis preparationand reputation management
advisory.
We work with C-suites ofvarying size organizations
everything from a couple millionto a 50 billion company to help
them build processes andprocedures and teams that can
(01:03):
spot and respond to and recoverfrom crisis really fast to
protect their greatest asset,which is their reputation.
I came to this work honestly.
My mom frequently said that Ihad survived every kind of
natural disaster except atsunami, and I choose not to
check that one off the list.
It is something I don't want toexperience, but I come from a
(01:25):
really kind of strangebackground.
I grew up all over Canada.
My dad was one of those RoyalCanadian Mounted Police officers
.
You know the red jacket and thehat.
No horse, though.
We didn't have a horse,unfortunately but it meant that
I traveled and lived all overthe Canadian Arctic.
So I was born in the Arctic,which provided a lot of really
interesting skills that I keepwith me now.
(01:47):
I also come from a long line ofpeople that ran towards actual
bullets.
As I said, my dad was a policeofficer.
My grandfather was at Normandy.
I just tend to run towards theverbal bullets and all of this
really kind of wild backgroundled me to politics, which is
(02:07):
also born out of a real love ofpeople.
But I'm probably the onlyperson and we haven't been able
to verify or not verify that Iam the only person to ever have
worked in the United StatesHouse and Senate and the
Canadian House and Senate.
So I come, my skills are bornout of both natural disaster and
political disaster.
William Gladhart (02:28):
That is an interesting combination and the
fact that, as we were chattingbefore, that you were born
basically in the Arctic Circle,which is fascinating too, so in
the middle of nowhere.
But so we'll be discussingthree questions today as a
warmup to start our conversation.
Could you share why you believea healthy culture is critical?
Stephanie Craig (02:48):
Well, it's interesting because, given that,
where we focus on which iscrisis, most folks think that it
just happens to you that oneday you wake up and aliens have
landed in your courtyard or yourCFO has absconded with your
pension fund.
The aliens, yes, the CFO, no.
These things don't just happen,and companies with good culture
(03:11):
, good communication, greatprocesses, checks and balances
don't happen to have thesethings happen as often.
You can't guard againsteverything, but if you have a
very thoughtful leadership teamthat knows and trusts one
another, that doesn't have silosof information, those are
(03:32):
really that.
If you had to ask me toidentify the number one factor
in a corporate crisis, it wouldbe information siloing, because
there are very.
There's one job besides a CEOthat has a responsibility for
protecting your reputation and,by the way, your reputation is
about 35% of your value, of yourorganization pretty big asset
(03:56):
to just leave unprotected, andso communications is really the
only other entity that isfocused on protecting your
reputation, but it's not justtheir job, and that seems to be
the difference between a goodcorporate structure and a great
corporate structure that can seemitigate, recover from and get
(04:17):
better out of a crisis thanthose that can't.
Who's sitting at yourleadership table?
Are they talking to one another?
Can't.
Who's sitting at yourleadership table?
Are they talking to one another?
Are they sitting down anddedicating time, money and
energy to preparing for crisis?
And, falsely, people make thedistinction that there is a
(04:37):
physical crisis and areputational crisis.
If you can't make your widgets,for whatever reason supply
chain problem, factory goes down, labor unrest if you can't make
your widgets, that is going tomake somebody unhappy.
That is a reputational risk.
And so, as for leaders that arereally thinking about okay, how
(05:01):
can I elevate what I do?
I've got all the goodcredentials.
I want to elevate what I do,and, of course, this is a bit
self-serving, but investing incrisis preparation is going to
go a long way to having youweather the really kind of ugly
things that come your way thataren't necessarily weatherable
for people that are not prepared.
William Gladhart (05:24):
Yeah, I think.
Well, it's great that you bringthat up, because I think we can
all either pinpoint a largecustomer service entity or a
financial institution or anagency that was supposed to
protect XYZ information and didnot, and trust was broken.
Obviously, a crisis ensued.
There wasn't a communicationpathway, it was all hands on
(05:47):
deck and many are not handled ina way that reflects the
organization or even the peoplein the culture.
So I think you bringing thatinto the mix with the
communication elements is hugelyimportant.
So it's been our experiencethat leaders tend to struggle in
three key areas beyond crisis,in the areas of people, process
(06:08):
or profit.
In your role, especially as notonly a leader but also working
with organizations to help themmanage the elements of their
next steps, can you identifywhich one of these areas has
represented a cultural challengefor one of your clients or
someone that you've worked with?
Stephanie Craig (06:26):
Well, I'm actually going to kind of throw
this on its head.
We're going to say the peoplein our world.
It's the people plus theprocess equals the profit.
I just had the opportunity tospeak to the Association of
Financial Planning in Nashvilleand it was an interesting
feedback from our sessionbecause people the attendees who
are financial planners, cfos,those sorts of folks were very
(06:50):
surprised at how much a crisiscould impact them and what they
could do about it, and so ourformula is quite similar to
yours.
So the differentiator for goodcrisis response, so the
differentiator for good crisisresponse, crisis management to
great crisis response, is speed,but not just for speed's sake.
(07:13):
It's strategic speed, yourability to get ahead of it, to
spot it, that sort of thing.
But the formula on theinputting to the strategic speed
is clarity plus trust.
Clarity and you kind of touchedon this already.
Well, clarity and your values,what your corporate values are.
Clarity in your stakeholders Ithink a lot of times, leaders
(07:35):
focus on their stakeholdersbeing the folks on X slash,
twitter.
When you really take a hardlook at who your people are,
where they are, who they trustand how they communicate,
they're most likely not there.
So, building trust with thosefolks because when you have
trust with your stakeholders,you figured out who they are.
You figured out how tocommunicate with them.
When you have trust with them,when something goes wrong, they
(07:58):
give you the benefit of thedoubt.
Right, if they know who you areas an organization, they will
give you the benefit of thedoubt, and that is when you talk
about impacting profit.
That helps you get back ontrack so fast because you're not
having to rebuild that trustbecause they trusted you when
you said it happened because ofthis.
William Gladhart (08:17):
Yeah, I think that's a great tie in of those
three elements.
But you know, touching back tothat people or process kind of,
what did one of those challengeslook like and how did it
negatively impact anorganization that your team
worked with?
Stephanie Craig (08:31):
Well, actually I will say I'm going to give
away the ending it didn'tnegatively impact them because
they so.
We work with a large governmentcontractor and they have they
are.
They have a number of veteranemployees.
They have a number of veteranemployees and they just happened
to have a payroll that wassupposed to run on the Friday
(08:53):
before Veterans Day and theirpayroll provider came to them on
Thursday evening very late andsaid we're not going to be able
to deliver your payroll untilnext Wednesday.
Wow, and so not only were theynot going to be able to pay
their people and take intoconsideration when this happened
right, this happened the firstthird of the month, so most of
(09:14):
them have already paid theirmortgages or paid their rent.
So, coffers are a little low andthen their employer is going to
say, well, we can't pay you,but what we did with these folks
is they knew their values.
They knew their values and that, no matter what their people
were going to get paid if theyneeded it to make it through to
(09:35):
the actual pay period.
So, that wasn't even a question.
They'd done the work, they knewthat that was the goal and so
figuring out.
What we had to figure out washow to message to these folks
that it had happened, message tothem that there was help, and
then orchestrate the help.
William Gladhart (09:54):
Yeah, that's huge.
I mean, what a scary crisis fora company, for one.
But also too, there's a wholeother layer wrapped in when
you're talking government,veteran, ex-military, etc.
So obviously you kind ofwrapped in both the challenge
and the positive outcome as well.
(10:15):
So you kind of knocked out twoquestions at once, which I love.
Stephanie Craig (10:21):
Well, one thing I just wanted to add to it is
they communicated.
They were open, they werehonest and they communicated.
They offered help to theiremployees.
They said if anyone needs thehelp, here's a phone number and
we'll figure out how to get youhelp.
Through the weekend, of their2,000 employees that were
affected, 12 called and theywere helped.
And then, about two monthsafter the event, there was an
(10:45):
employee survey.
Loyalty to the company andtrust of their leadership went
up 10 points Wow.
William Gladhart (10:50):
Wow, even have metrics to show that it was all
executed and as they wereexecuting the response.
Stephanie Craig (11:18):
They were figuring their way out.
That is what really goodleadership looks like and what
really bad days can turn out.
On the flip side, we had a workwith a client that had a very,
very public industrial accidentand that you can't prepare for,
that you can have all of yourprocedures and all your
processes and they all.
That you can have all of yourprocedures and all your
processes and they all worked.
We'd worked with them before,but it happened.
(11:40):
It was very, very public and itbecame very litigious, as most
of these things do.
So then that becomes workingwith legal teams, which is a
huge part of what we do, whichis why I want to go back to
something I said at the first,which is is that communications?
We had just wrote a columnabout disney and disney doing
(12:02):
they had I don't know if yourecall seeing this well, they,
they had, uh, had a patron whohis wife, had gone to an allergy
, one of their allergy friendlyrestaurants and had had and died
from an allergic reaction, andso he sued Disney and I would
guess this is just a guess,totally hypothesis, a total
(12:23):
hypothesis on my part the legalteam did not communicate with
the communications team, becausethe legal team in went into
negotiations with with this manand try to tell him he had to go
to arbitration because he hadsigned up for Disney plus and it
was in the fine print.
William Gladhart (12:37):
Oh yikes.
Stephanie Craig (12:39):
And so, of course, this man, who's
grief-stricken has a veryheart-spulling story, goes
public with it, and all of asudden it becomes a PR disaster
because the communications folksdidn't know what the legal
folks were doing.
Could have been completelybypassed if someone had said you
know what the legal folks weredoing.
Could have been completelybypassed if someone had said you
know what.
That doesn't seem like a reallygood idea.
(13:01):
Let's figure out a differentway.
And so those are the types ofexamples that we like to give.
First example they dideverything right.
They knew their guiding values.
Everyone talked.
They knew their processes, theyknew their procedures.
Their people knew who theyneeded to call and what they
needed to do.
They ended up really having itturn into a positive on the flip
side.
(13:21):
Those silos were there, theywere not talking, and it
resulted in a reputationaldamage at a time when, honestly,
disney's had a bit of a roughroad.
William Gladhart (13:32):
And it's kind of one more tick to the
reputational hit.
So, as we wrap up today, isthere anything else you'd like
to add or share with fellowleaders?
Stephanie Craig (13:42):
I think that it is.
Here's two things, because Iknow that your audience is both
corporate leaders as well assome private equity folks.
For corporate leaders, there'sa difference between good and
great leadership leaders.
There's a difference betweengood and great leadership, and
that is making crisispreparation a must have and not
a nice to have.
I would also add corporateboards.
(14:02):
There's so much research aroundcorporate boards, putting a lot
more emphasis on good crisisplanning, so your board could be
very interested.
And if you're thinking aboutgetting into a company in
private equity, if theirreputation is part of their
value, make sure they've doneeverything to protect it.
And if you're going into onethat doesn't have a great
reputation and you think youwant to keep it, you think you
(14:24):
want to try and build that up,put in the proper protections.
It's easy, it's just somethoughtful structuring.
William Gladhart (14:32):
Yeah Well, Stephanie, I've enjoyed having
you on our Leadership Leverspodcast.
Thank you for your insights.
Stephanie Craig (14:38):
Thanks so much.
Well, really appreciate havingme.
William Gladhart (14:42):
Thank you for joining us on the Leadership
Levers podcast.
Find all our Leadership Loversepisodes on the Culture Think
Tank website at www.
theculturethinktank.
com or listen on your favoritestreaming platform.
We'd love to hear from youabout the challenges you have
faced as a leader.
Tune in weekly as we inviteleaders to share their
(15:06):
experiences in strengtheningculture and performance, one
action at a time.
Welcome to the Leadership L Podcast.
I'm your host, will Gladheart,cmo at the Culture Think Tank.
At the Culture Think Tank, weempower leaders with metrics
that strengthen culture, driveperformance and return.
We're here today to learn aboutthe actions leaders have taken
to address organizational change.
(00:21):
Today, our guest is StephanieCraig, president of Kith.
Thanks for taking time to joinus.
Stephanie Craig (00:29):
Hi, Will.
I'm thrilled to be here.
Thanks so much for having me.
William Gladhart (00:33):
Absolutely.
Let's begin by having you sharewith our audience a bit about
yourself, your background andyour organization.
Stephanie Craig (00:40):
Well, I think it's probably a little bit
easier if I do it a little bitin reverse.
Kith is a crisis preparationand reputation management
advisory.
We work with C-suites ofvarying size organizations
everything from a couple millionto a 50 billion company to help
them build processes andprocedures and teams that can
(01:03):
spot and respond to and recoverfrom crisis really fast to
protect their greatest asset,which is their reputation.
I came to this work honestly.
My mom frequently said that Ihad survived every kind of
natural disaster except atsunami, and I choose not to
check that one off the list.
It is something I don't want toexperience, but I come from a
(01:25):
really kind of strangebackground.
I grew up all over Canada.
My dad was one of those RoyalCanadian Mounted Police officers
.
You know the red jacket and thehat.
No horse, though.
We didn't have a horse,unfortunately but it meant that
I traveled and lived all overthe Canadian Arctic.
So I was born in the Arctic,which provided a lot of really
interesting skills that I keepwith me now.
(01:47):
I also come from a long line ofpeople that ran towards actual
bullets.
As I said, my dad was a policeofficer.
My grandfather was at Normandy.
I just tend to run towards theverbal bullets and all of this
really kind of wild backgroundled me to politics, which is
(02:07):
also born out of a real love ofpeople.
But I'm probably the onlyperson and we haven't been able
to verify or not verify that Iam the only person to ever have
worked in the United StatesHouse and Senate and the
Canadian House and Senate.
So I come, my skills are bornout of both natural disaster and
political disaster.
William Gladhart (02:28):
That is an interesting combination and the
fact that, as we were chattingbefore, that you were born
basically in the Arctic Circle,which is fascinating too, so in
the middle of nowhere.
But so we'll be discussingthree questions today as a
warmup to start our conversation.
Could you share why you believea healthy culture is critical?
Stephanie Craig (02:48):
Well, it's interesting because, given that,
where we focus on which iscrisis, most folks think that it
just happens to you that oneday you wake up and aliens have
landed in your courtyard or yourCFO has absconded with your
pension fund.
The aliens, yes, the CFO, no.
These things don't just happen,and companies with good culture
(03:11):
, good communication, greatprocesses, checks and balances
don't happen to have thesethings happen as often.
You can't guard againsteverything, but if you have a
very thoughtful leadership teamthat knows and trusts one
another, that doesn't have silosof information, those are
(03:32):
really that.
If you had to ask me toidentify the number one factor
in a corporate crisis, it wouldbe information siloing, because
there are very.
There's one job besides a CEOthat has a responsibility for
protecting your reputation and,by the way, your reputation is
about 35% of your value, of yourorganization pretty big asset
(03:56):
to just leave unprotected, andso communications is really the
only other entity that isfocused on protecting your
reputation, but it's not justtheir job, and that seems to be
the difference between a goodcorporate structure and a great
corporate structure that can seemitigate, recover from and get
(04:17):
better out of a crisis thanthose that can't.
Who's sitting at yourleadership table?
Are they talking to one another?
Can't.
Who's sitting at yourleadership table?
Are they talking to one another?
Are they sitting down anddedicating time, money and
energy to preparing for crisis?
And, falsely, people make thedistinction that there is a
(04:37):
physical crisis and areputational crisis.
If you can't make your widgets,for whatever reason supply
chain problem, factory goes down, labor unrest if you can't make
your widgets, that is going tomake somebody unhappy.
That is a reputational risk.
And so, as for leaders that arereally thinking about okay, how
(05:01):
can I elevate what I do?
I've got all the goodcredentials.
I want to elevate what I do,and, of course, this is a bit
self-serving, but investing incrisis preparation is going to
go a long way to having youweather the really kind of ugly
things that come your way thataren't necessarily weatherable
for people that are not prepared.
William Gladhart (05:24):
Yeah, I think.
Well, it's great that you bringthat up, because I think we can
all either pinpoint a largecustomer service entity or a
financial institution or anagency that was supposed to
protect XYZ information and didnot, and trust was broken.
Obviously, a crisis ensued.
There wasn't a communicationpathway, it was all hands on
(05:47):
deck and many are not handled ina way that reflects the
organization or even the peoplein the culture.
So I think you bringing thatinto the mix with the
communication elements is hugelyimportant.
So it's been our experiencethat leaders tend to struggle in
three key areas beyond crisis,in the areas of people, process
(06:08):
or profit.
In your role, especially as notonly a leader but also working
with organizations to help themmanage the elements of their
next steps, can you identifywhich one of these areas has
represented a cultural challengefor one of your clients or
someone that you've worked with?
Stephanie Craig (06:26):
Well, I'm actually going to kind of throw
this on its head.
We're going to say the peoplein our world.
It's the people plus theprocess equals the profit.
I just had the opportunity tospeak to the Association of
Financial Planning in Nashvilleand it was an interesting
feedback from our sessionbecause people the attendees who
are financial planners, cfos,those sorts of folks were very
(06:50):
surprised at how much a crisiscould impact them and what they
could do about it, and so ourformula is quite similar to
yours.
So the differentiator for goodcrisis response, so the
differentiator for good crisisresponse, crisis management to
great crisis response, is speed,but not just for speed's sake.
(07:13):
It's strategic speed, yourability to get ahead of it, to
spot it, that sort of thing.
But the formula on theinputting to the strategic speed
is clarity plus trust.
Clarity and you kind of touchedon this already.
Well, clarity and your values,what your corporate values are.
Clarity in your stakeholders Ithink a lot of times, leaders
(07:35):
focus on their stakeholdersbeing the folks on X slash,
twitter.
When you really take a hardlook at who your people are,
where they are, who they trustand how they communicate,
they're most likely not there.
So, building trust with thosefolks because when you have
trust with your stakeholders,you figured out who they are.
You figured out how tocommunicate with them.
When you have trust with them,when something goes wrong, they
(07:58):
give you the benefit of thedoubt.
Right, if they know who you areas an organization, they will
give you the benefit of thedoubt, and that is when you talk
about impacting profit.
That helps you get back ontrack so fast because you're not
having to rebuild that trustbecause they trusted you when
you said it happened because ofthis.
William Gladhart (08:17):
Yeah, I think that's a great tie in of those
three elements.
But you know, touching back tothat people or process kind of,
what did one of those challengeslook like and how did it
negatively impact anorganization that your team
worked with?
Stephanie Craig (08:31):
Well, actually I will say I'm going to give
away the ending it didn'tnegatively impact them because
they so.
We work with a large governmentcontractor and they have they
are.
They have a number of veteranemployees.
They have a number of veteranemployees and they just happened
to have a payroll that wassupposed to run on the Friday
(08:53):
before Veterans Day and theirpayroll provider came to them on
Thursday evening very late andsaid we're not going to be able
to deliver your payroll untilnext Wednesday.
Wow, and so not only were theynot going to be able to pay
their people and take intoconsideration when this happened
right, this happened the firstthird of the month, so most of
(09:14):
them have already paid theirmortgages or paid their rent.
So, coffers are a little low andthen their employer is going to
say, well, we can't pay you,but what we did with these folks
is they knew their values.
They knew their values and that, no matter what their people
were going to get paid if theyneeded it to make it through to
(09:35):
the actual pay period.
So, that wasn't even a question.
They'd done the work, they knewthat that was the goal and so
figuring out.
What we had to figure out washow to message to these folks
that it had happened, message tothem that there was help, and
then orchestrate the help.
William Gladhart (09:54):
Yeah, that's huge.
I mean, what a scary crisis fora company, for one.
But also too, there's a wholeother layer wrapped in when
you're talking government,veteran, ex-military, etc.
So obviously you kind ofwrapped in both the challenge
and the positive outcome as well.
(10:15):
So you kind of knocked out twoquestions at once, which I love.
Stephanie Craig (10:21):
Well, one thing I just wanted to add to it is
they communicated.
They were open, they werehonest and they communicated.
They offered help to theiremployees.
They said if anyone needs thehelp, here's a phone number and
we'll figure out how to get youhelp.
Through the weekend, of their2,000 employees that were
affected, 12 called and theywere helped.
And then, about two monthsafter the event, there was an
(10:45):
employee survey.
Loyalty to the company andtrust of their leadership went
up 10 points Wow.
William Gladhart (10:50):
Wow, even have metrics to show that it was all
executed and as they wereexecuting the response.
Stephanie Craig (11:18):
They were figuring their way out.
That is what really goodleadership looks like and what
really bad days can turn out.
On the flip side, we had a workwith a client that had a very,
very public industrial accidentand that you can't prepare for,
that you can have all of yourprocedures and all your
processes and they all.
That you can have all of yourprocedures and all your
processes and they all worked.
We'd worked with them before,but it happened.
(11:40):
It was very, very public and itbecame very litigious, as most
of these things do.
So then that becomes workingwith legal teams, which is a
huge part of what we do, whichis why I want to go back to
something I said at the first,which is is that communications?
We had just wrote a columnabout disney and disney doing
(12:02):
they had I don't know if yourecall seeing this well, they,
they had, uh, had a patron whohis wife, had gone to an allergy
, one of their allergy friendlyrestaurants and had had and died
from an allergic reaction, andso he sued Disney and I would
guess this is just a guess,totally hypothesis, a total
(12:23):
hypothesis on my part the legalteam did not communicate with
the communications team, becausethe legal team in went into
negotiations with with this manand try to tell him he had to go
to arbitration because he hadsigned up for Disney plus and it
was in the fine print.
William Gladhart (12:37):
Oh yikes.
Stephanie Craig (12:39):
And so, of course, this man, who's
grief-stricken has a veryheart-spulling story, goes
public with it, and all of asudden it becomes a PR disaster
because the communications folksdidn't know what the legal
folks were doing.
Could have been completelybypassed if someone had said you
know what the legal folks weredoing.
Could have been completelybypassed if someone had said you
know what.
That doesn't seem like a reallygood idea.
(13:01):
Let's figure out a differentway.
And so those are the types ofexamples that we like to give.
First example they dideverything right.
They knew their guiding values.
Everyone talked.
They knew their processes, theyknew their procedures.
Their people knew who theyneeded to call and what they
needed to do.
They ended up really having itturn into a positive on the flip
side.
(13:21):
Those silos were there, theywere not talking, and it
resulted in a reputationaldamage at a time when, honestly,
disney's had a bit of a roughroad.
William Gladhart (13:32):
And it's kind of one more tick to the
reputational hit.
So, as we wrap up today, isthere anything else you'd like
to add or share with fellowleaders?
Stephanie Craig (13:42):
I think that it is.
Here's two things, because Iknow that your audience is both
corporate leaders as well assome private equity folks.
For corporate leaders, there'sa difference between good and
great leadership leaders.
There's a difference betweengood and great leadership, and
that is making crisispreparation a must have and not
a nice to have.
I would also add corporateboards.
(14:02):
There's so much research aroundcorporate boards, putting a lot
more emphasis on good crisisplanning, so your board could be
very interested.
And if you're thinking aboutgetting into a company in
private equity, if theirreputation is part of their
value, make sure they've doneeverything to protect it.
And if you're going into onethat doesn't have a great
reputation and you think youwant to keep it, you think you
(14:24):
want to try and build that up,put in the proper protections.
It's easy, it's just somethoughtful structuring.
William Gladhart (14:32):
Yeah Well, Stephanie, I've enjoyed having
you on our Leadership Leverspodcast.
Thank you for your insights.
Stephanie Craig (14:38):
Thanks so much.
Well, really appreciate havingme.
William Gladhart (14:42):
Thank you for joining us on the Leadership
Levers podcast.
Find all our Leadership Loversepisodes on the Culture Think
Tank website at www.
theculturethinktank.
com or listen on your favoritestreaming platform.
We'd love to hear from youabout the challenges you have
faced as a leader.
Tune in weekly as we inviteleaders to share their
(15:06):
experiences in strengtheningculture and performance, one
action at a time.
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