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Crisis Preparation & Damage Control

When you find yourself on the wrong side of public opinion.


The Ivey Business School has partnered with Navigator, Canada's leading high-stakes communication firm, to provide a proprietary program focusing on how to manage reputation capital and protect your corporate reputation during crisis.

Reputation risk has a material impact on a company’s performance and position in its industry. The Ivey-Navigator program will prepare executives with the strategies and tactics to plan, respond and recover from any situation that adversely impacts corporate reputation.

The two-and-a-half day program, taking place in Toronto, will be instructed by a team of professors, business leaders and communication experts.

Program participants work through simulations, hands-on exercises and case studies from a variety of stakeholder perspectives. This holistic approach allows participants to identify and leverage the opportunities and challenges associated with a crisis in order to prepare and implement communication strategies that build trust with the stakeholders who matter most.

Upcoming Sessions

Join us for one of our upcoming sessions.

Who should attend?

The course will be a two-and-a-half day comprehensive, immersive program intended for:

  • Vice presidents;
  • Senior directors;
  • Board directors;
  • CEOs; and,
  • Leaders in public facing communications, media, and government relations roles (including public relations, analyst relations, and marketing).

Program Objectives

  • A readiness and resilience for leaders to control and manage reputation-defining situations;
  • The ability to make timely decisions based on best available facts and clear thinking;
  • A clear understanding of the responsibilities and roles of the boardroom during a crisis; and,
  • Tools, tactics and best practices for handling internal and external communications during a reputation-defining situation.

What You Learn

Strategic positioning and message development

  • Development of fundamental messaging and positioning is particularly important in the run-up to any major transaction or company decision that could incite media coverage.  (Investors, regulatory bodies, internal employees, boards and shareholders all represent important constituencies that must be communicated to in the lead up to a potential defining moment.)

Media Relations

  • One of the key components of managing any crisis is being prepared for the ensuing media coverage.  This includes having capable media spokespeople who have been trained and are comfortable in a public-facing role, and having a media plan that encompasses potential challenges.


  • Participants will learn about threats and opportunities represented by increased digital communications, including the pressure of social media, understanding the pressure it can exert on an organization, and ensuring your key messages resonate in a digital space.

Reputation recovery

  • Following a crisis, organizations often find that their reputation has been challenged. A reputation recovery plan ensures that company leaders can fix any residual problems the company faces with positive announcements and programs.


  April 29, 2018 April 30, 2018 May 1, 2018
AM   Strategic positioning and message development Digital
PM Welcome, Opening, Overview and Dinner Media relations Reputation recovery


Gerard Seijts

Faculty Director
Gerard Seijts

Gerard Seijts received his PhD from the University of Toronto in 1998. Prior to joining Ivey Business School in 2000, he was on the faculty at the I.H. Asper School of Business at the University of Manitoba. Gerard is teaching on several leadership programs. For example, he has worked with organizations including Aecon, Intact Financial Corporation, OMERS, Ontario Teachers’ Pension Plan, Maple Leaf Foods, J.D. Irving Limited, Hutchison Ports, Cigna, A.S. Watson, Bank of China Hong Kong and many others. He has also worked with local government in Canada and Hong Kong on issues such as leadership and change. Gerard has taught EMBA, MBA and undergraduate courses in leadership, leading change, organizational behavior, performance management and staffing.

His research activities, spanning journal articles, book chapters, and conference papers, cover a wide range of topics including leadership, change, goal setting, training and development, teams, organizational justice, and performance management. He also enjoys writing practitioner-oriented articles.

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Mary C. Weil

Mary C. Weil


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