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Orientation and Outcomes for CEOs and Boards

Course Briefing: What Directors and CEOs Must Master in Uncertain Times

Foundations: Crisis Communication Standards and Legal Expectations

Timely Disclosure and Information Management: SEC Regulation FD and UK FCA Market Abuse

CEO Leadership and Board Engagement Under Pressure

Leading from the Front: CEO Decision-Making and Board Oversight in Financial, Reputational, and Regulatory Crises

Case Lab: BP Deepwater Horizon and COVID-19 Corporate Responses

Designing and Operating the Crisis Communication System

Building the Enterprise Crisis Operating System

Workshop: Orchestrating CEO–Board–C-Suite Alignment

Assessment and Application

Quiz: Disclosure Standards and Selective Communication Risks

Quiz: CEO and Board Roles in Crisis Governance

Quiz: Case Insights—BP Deepwater Horizon

Quiz: Case Insights—COVID-19 Corporate Responses

Quiz: Building the Crisis Operating System

Crisis Leadership and Board Alignment: Strategy, Disclosure, and Execution is a practical, case-driven course for CEOs, directors, and senior executives who must navigate financial shocks, reputational threats, and regulatory investigations with speed and integrity. Blending global disclosure standards with proven crisis communication frameworks, the program shows you how to align CEO leadership, board oversight, and cross-functional execution when the stakes are highest. You will master the cadence of timely, accurate, and empathetic communication that preserves trust, protects liquidity, and strengthens your regulatory posture. Using BP’s Deepwater Horizon and corporate responses to COVID-19 as anchor cases, you will analyze what worked, what failed, and how to translate lessons into actionable playbooks. From Regulation FD and the UK FCA Market Abuse Regulation to incident command structures, stakeholder mapping, and multichannel synchronization, you will build a repeatable enterprise crisis operating system. Expect hands-on tools: decision trees, red-team drills, disclosure calendars, insider controls, and board dashboards. By the end, you will be able to orchestrate CEO–Board–C-Suite alignment, run high-stakes deliberations, and reset narratives post-crisis with measurable milestones and KPIs.

Crisis Leadership and Board Alignment: Strategy, Disclosure, and Execution

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            <p>Crisis Leadership and Board Alignment: Strategy, Disclosure, and Execution equips CEOs and directors to lead decisively when markets convulse, reputations wobble, or regulators close in. The course begins by framing crisis communication as a board-level competency, then defines the core crisis archetypes—financial shocks, reputational threats, and regulatory investigations—and the success metrics that matter: trust, liquidity runway, regulatory posture, and employee safety. You will see how the CEO becomes narrator-in-chief while the board safeguards risk appetite, disclosure integrity, and stakeholder accountability. Throughout, we anchor learning in two consequential contexts—BP’s Deepwater Horizon and corporate responses to COVID-19—to translate theory into actionable playbooks.</p>

<p>Foundational modules establish the non-negotiables of timely, accurate, and consistent disclosure under SEC Regulation FD and the UK FCA Market Abuse Regulation, with guardrails for earnings guidance, inside information, selective disclosure risks, and cross-border coordination. We then turn to the practical mechanics of leading under pressure: incident command structures, authority thresholds, stakeholder mapping, and message architecture tailored to investors, employees, customers, regulators, and communities. Case labs dissect disclosure timelines, executive tone and symbolism, regulator coordination, and the pitfalls of delay or overconfidence—distilling trigger points, spokesperson matrices, evidence standards, and escalation protocols for the board.</p>

<p>To operationalize this, you will design an enterprise crisis operating system: early warning indicators and market/social listening; risk analytics tied to decision trees and probable loss estimates; and modular playbooks for financial, reputational, and regulatory events. We cover multichannel execution across press, investor relations, owned media, internal communications, and regulator portals—synchronized to prevent inadvertent selective disclosure—alongside board dashboards, disclosure logs, and post-crisis reviews that institutionalize learning. A hands-on workshop builds CEO–board–C-suite alignment with high-velocity operating rhythms (stand-ups, war rooms, special sessions), dissent mining, decision records, and resource allocation under duress, culminating in recovery objectives and a narrative reset.</p>

<p>Assessment is woven throughout to cement application: quizzes on disclosure standards and selective communication risks, governance roles, case insights from Deepwater Horizon and COVID-19, and the architecture of your crisis operating system. By the end, you will hold a tested playbook that integrates legal expectations, strategic communication, and execution discipline—so that when the moment arrives, leadership and oversight are synchronized, credible, and fast.</p>
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