Many a time it so happens that managers are caught in a dilemma while managing certain situations where they have to presume the role of a crisis manager. The dilemma is: What to communicate to the staff when there is actually something unpleasant to be shared with them; whether or not to communicate at all. This article is weaved around such instances which most of the crisis managers have to go through.

Generally, the managers who are involved in projects from their initial stages face the most of crisis, for, many times even the people at the helm of affairs are new to such exposures or industry sectors; decisions in such cases keep changing and revisited. Over and above, if the manager is also new to the field or is not assertive enough to guide the bosses to the right approach, there is every possibility for the situations to develop into a crisis and things actually come to a standstill.

While there may be better solutions available to the problem, due to certain unavoidable pressures or limitations, the best of the solutions are not selected. This happens generally under a more conservative style of leadership where "out of the box" thinking is not welcomed as warmly as it should be. The lame duck (crisis) manager is at last forced to think if it is really worth the effort put. He may even go to the extent of thinking if it is worth working in that company!

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