Case Study: The Brand Image Of BP

Superior Essays
Register to read the introduction… “Leaders in a crisis are forced to operate in full public view, with the media and others positioned to report and critique their actions” (James & Woothen, 2005). Especially with the widespread propagation of bloggers and social media outlets, Voulgaris was faced with dealing with a media that was changing with the time. To manage the perceptions of a changing demographic, she assigned staff to specifically handling the social media circles and she countered rumors and speculation with widespread dissemination of facts and figures via the same media channels. As a leader she was staying agile with the needs and situations, and providing solutions that fit the need.
Voulgaris was also acutely attuned to the need for her “employees to feel safe in their work environments” (James & Woothen, 2005). Voulgaris approached a new associate and informed the associate of the need for her to work alone in the facility during the evening to answer the phones. The reservist appeared panicked, and Voulgaris made a mental note to address the situation to
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Instead, she developed a standard operating procedure (SOP) that allowed the JIC to gain from her experience and learn from her mistakes/successes. She also showed concerned about the JIC being more proactive with the critical communication rather than constantly being reactive. Voulgaris represented an example of an effective leader in a crisis situation whose commitment, courage, and compassion working along side her people skills, cability to think on her feet, and ability to read situations/people – all of which lead to an effective management of a critical function during an emotionally charged environmental

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