Too often, clients want us to give them a one-size-fits-all crisis management plan from off the shelf. Some of our competitors do this because it's fast and cheap. They build a plan once and keep using the same plan over and over with other clients.

A moderate amount of stress - not too much, not too little - generally means you understand the problem and are psychologically stoked to solve it. Moderate stress yields the best, most optimum performance in a crisis.

Too often, clients want us to give them a one-size-fits-all crisis management plan from off the shelf. Some of our competitors do this because it's fast and cheap. They build a plan once and keep using the same plan over and over with other clients.

Social media has dramatically changed the playing field in terms of crisis communications - and any company that does not effectively use social media to take the pulse of its constituents on a constant basis, and know how to communicate with them in a crisis, is breaching its fiduciary responsibilities to its stakeholders.

When I wrote my first book, Crisis Management: Planning for the Inevitable, it was endorsed by the American Management Association, and consequently was read by America's top corporate leaders, and overnight put me in high demand as a consultant and as a speaker. Also, that book forever changed the way businesses look at and deal with crises by giving a tangible feel to an otherwise intangible subject.

Too often, business schools teach academic crisis management theory, if that, but given the diverse and unique nature of crises, all the theory in the world will not help you manage an actual crisis unless you know the basic mechanics.

I never assign blame in a crisis. There is no benefit to doing so.