Suzanne Rich Folsom has not only handled, managed, and mitigated serious organizational crises for much of her career; she has thrived in the role of crisis manager, earning the reputation as a proficient, exceptional crisis management professional and invaluable organizational leader along the way.
A transformative
CCO and General Counsel, Folsom has been looked upon on multiple occasions as a source of calm, confidence, and leadership during periods of serious, consequential upheaval; and has provided the presence and peace-of-mind needed to restore order and implement the change necessary to guide the organization through a successful transformation.
As Folsom knows, there are number of intangible qualities essential to successfully managing a crisis, regardless of magnitude. Such qualities include:
Skil: Good crisis managers aren’t born; they’re made. Effective crisis management tends to come more often from those who have been there, who have seen and experienced different approaches to managing a crisis, and who have learned what not to do during times of upheaval.
Judgment: A strong crisis manager possesses the good judgment needed to make the best decisions at the right times, to know which personnel to trust and place in charge, and to avoid mistakes that can worsen the problem.
Resolve: To be an effective crisis manger, one must have the resolve not just to make the hard decisions, but to stand behind them in spite of pushback.
