It is not recommended that the Crisis committees are led by highly emotional people who confuse aggressive action with effective action. These people can neither act as spokespersons because it is easy to make them lose control and make mistakes all the time. How many times repeats the story of managers or aggressive directors carried out a series of bold moves of reaction that confer them a great apparent power and control over their adversaries. But this is momentary, since they are acting rashly and with great emotional force of enemies who then join. Be permanently reacting makes that a company and its employees are exhausted, until inevitably they can not more.

We must ask the following question: what sense be frantically reacting if ever we have control of the situation? Why always we we have to react to the facts rather than direct them? The answer is simple: we have a wrong idea of power. In the handling of a crisis situation, where the company has to act immediately, strategic thinking has to prevail even over reason and emotion to have power. The essence of power is the ability of keep the initiative to achieve that others react to our actions, achieve that the adversaries are kept always on the defensive. This will enable us always manage the agenda, have the power and control of the subjects of public debate. To me cost me many experiences understand this lesson: we must learn to master the emotions and not acting under the influence of anger in crisis situations, when the libel and slander are obvious and outrageous sometimes in a smear campaign. The theme of the strategy is complex but fascinating and captivating. We can not pretend to design effective communication programs without considering these elementary principles. If we understand the dirty campaigns or attacks media as war actions and act with cunning and intelligence, a crisis situation can become a wonderful opportunity to make a relaunch of the image of our company.