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EXECUTIVE ACTION:
CRISIS COMMUNICATION PLAN COMPONENTS AND MODELS
(Volume III) 2005 Edition
By James E. Lukaszewski, APR, Fellow PRSA

EXCERPT FROM THE PREFACE

“This book provides pragmatic, sensible, Best Practice approaches to developing crisis
communication response plan documents for coordinated corporate, field, and internal
communication response to crisis. Its organization, design, and content are the result of
years of helping companies structure effective plans, respond efficiently when emergencies
and crises occur, and anticipate a host of problems and issues in ways that allow for
management participation, support, and leadership.

“My goal in creating this book is to provide plan components that will with some
customization to the vulnerabilities, key issues, and scenarios your organization might face
and slight modification based on your corporate culture, organization, and reporting
structures translate directly into your corporate crisis communication response plan.”

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EXCERPT FROM THE INTRODUCTION

“The Executive Action Crisis Communication Plan Components and Models is an external
and internal communication management tool for corporate level crises. Wherever possible,
we have used a Best Practices approach influenced by our analysis, review, design, and
testing of many crisis plans. This document is designed to work in concert with local crisis
plans should a crisis at a remote location require corporate response, participation, or
consultation.

Crisis Communication Plan Components and Models can be utilized at almost any level
within your organization, but ideally the crisis response process should be driven from as
high a level as is practically possible. This is a corporate approach, which assumes that top
management will have both input into plan development and a specific role to play when
something bad happens.

As you translate these model approaches into your organization's response process, five
fundamental truths about crisis management must guide your work:
1. Crises happen explosively but are resolved incrementally.
2. All crises are problems; few problems are crises.
3. Crisis management is really about managers responding purposefully to key
timeline elements related to the specific circumstances of a crisis scenario.
4. Untested plans generally don't work; yet, most plans are never carefully tested at
the very top of the organization. There is often internal resistance to testing from a variety of
quarters, including the Legal Department.
5. If those who develop the plan, or those who are assigned to execute it, are not
trusted by or have the confidence of top management - specifically the CEO - the plan may
not work in an emergency even though it may be an award-winning approach with a widely
accepted installation process.

“Crisis Communication Plan Components and Models sets forth a sequence of emergency
communications response procedures. With appropriate scenario-specific response
groups, your organization can communicate promptly and effectively in a crisis. Crisis
Communication Plan Components and Models is meant to help your company identify
appropriate channels of communications, define the kind of information needed by key
constituencies, identify key players and their roles during a crisis, determine necessary
communication resources (people, equipment, material, etc.) for various crises, and
pre-authorize decisions to facilitate prompt action.”

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EXCERPT FROM THE FOREWORD:
WHAT'S THE PLAN? WHAT QUESTIONS SHOULD YOU ASK YOURSELF?
HOW READY DO YOU HAVE TO BE?

“The problem with emergency and disaster is surprise compounded by the confusion and
errors that occur while trying to respond. Our experience shows that most organizations don't
really plan their emergency response until a crisis strikes, or fails to subside. This can be a
costly mistake.

“Ask yourself these key questions to determine whether you are prepared to handle
emergencies. When a crisis occurs:
1. Who says it is a crisis?
2. What do you do first?
3. Who is in charge?
4. What will they do?
5. What will they say?
6. What are the messages going to be?
7. Has the entire process been tested?
8. Who drives the process of responding?
9. Has the boss approved it?
10. Will the boss participate?
11. What's the plan?
12. How do you assess collateral damage?
13. Who is on the backup team?
14. When is it over?
15. Is it victory, defeat, or something else?

“Most organizations know how to deal with an operational crisis. The rub comes from the
unplanned visibility that results from non-operational problems that disrupt operations. If you
dump a chlorine tank, start a fire, blow something up, or cause foam, odor, or noise, you can
fix it. But when the news helicopters fly in with skycams and reporters climb over your
fences,
that's when you throw up your hands and toss your big, fat "Emergency Plan," if you have
one, into the trash can.

“Rapidly occurring and changing events drive emergencies. Virtually all of these follow
recognizable patterns that can be accommodated. What reporters will ask is totally
predictable. The biggest unknown is how management will react and what they need to do to
survive the first few hours.

“Crisis and surprise rarely kill an organization. Distracting? Yes. Costly and time consuming?
Yes. Large company interests, issues, and involvements consistently create new and diverse
sets of vulnerabilities. These vulnerabilities are the source of emergencies and the cause of
unplanned visibility.

“The ultimate goal in managing unplanned visibility is to preserve and protect reputation,
enhance and maintain credibility, and to hold or even expand market position or favorable
perception. Emergencies can be powerful communication opportunities, if there is the
readiness to act.

“Eliminating surprises and reducing mistakes is the approach to being ready for tomorrow's
unplanned visibility today. Specifically, the crisis planning process should:
1. Assess vulnerabilities and create an exposure alert process to reduce surprises.
2. Convince management to endorse and fully participate in emergency media
relations and public affairs response processes.
3 . Develop an issue and vulnerability matrix to help management forecast possible
exposures and to further reduce surprise.
4. Identify fundamentally sound approaches that create, develop, and execute
emergency media relations and public affairs response processes based on pragmatic
assessment and working and thinking ahead.
5. Establish and test emergency visibility management structures within
organizations to address unplanned visibility problems.
6. Set up networks of unplanned visibility response teams and spokespersons
(sometimes using outside public relations agencies).
7. Institute pre-authorization procedures for key decisions so that action can be
expedited.

“The strategy: focus on key resources, strategies, and tactics, and on coordinated
approaches and speaking with appropriate voices to appropriate audiences. The goal, of
course, is to create perceptions and get corporate messages across, yet remain adaptable,
flexible, and unflappable, even during the worst imaginable emergencies.

“We believe in a crisis communication management strategy predicated on containment and
aggressive, positive counteraction as distinguished from reaction and response. The major
steps are these:
1. Identify issues, vulnerabilities, and potential problem patterns.
- Conduct in-depth vulnerability analysis.
- Establish an exposure management process and public affairs events timeline.
- Create appropriate perceptions among key audiences.
- Interpret events and issues continuously within the context of key messages.
- Respond with flexibility to unanticipated events, circumstances, and
contingencies.
- Maintain tight control and coordination of all communications, messages,
resources, and plans.

2. Develop crisis management structures.
- Establish processes for spokespersons as well as the support teams that allow
these individuals to function during emergencies.
- Where processes or support do not exist, establish internal processes and team
structures that expedite the movement of information during crisis.

“The management-friendly strategic communications templates on pages xvi and xvii,
prepared for a Lukaszewski Group client, provides a brief, targeted approach to the task of
orienting and engaging management in this crucial activity.

“The goal is readiness is to respond immediately and with consistent effectiveness.”

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“Crisis Communication Plan Components and Models, Crisis Communication Management
Readiness,” by renowned lecturer and consultant Jim Lukaszewski, is the single most useful
publication on crisis planning that I have ever read. I have been involved in the crisis
management field for more than 20 years, and immediately found information in this book
that I will be able to use to better serve my clients. I also found information that will be of
immeasurable value in the never-easy task of persuading decision-makers that they are at
constant risk and need to engage in crisis planning.

“If you are a total novice to the subject of crisis management, you might find the size and
scope of the 323-page manual-format publication to be a bit intimidating, but... it is, in every
sense of the word, a bargain. Want crisis communications theory laid out nice and easily, on
pages you could use for training staff or influencing decision-makers? Want specific
examples of how to create a crisis communications team, write a crisis communications
plan, and conduct crisis simulations? How about templates for what everybody on a crisis
communications team should do in the event of a crisis?

“Jim's lifetime of educating his peers and clients is evident in the design, layout and verbiage
of the book. Despite its size, it is simple to quickly go to the pages you need when you need
them. Concepts are explained clearly. Templates would be easy to adapt to your own
organization.

“Crisis Communication Plan Components and Models, Crisis Communication Management
Readiness,” is actually part of a series. I haven't yet read others in the series, but suspect
that investing in any of them would be one of your organization's wisest decisions.”

- Jonathan Bernstein, Editor, “Crisis Manager” Newsletter;
President, Bernstein Crisis Management LLC

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“Unlike the typical academic book on crises, Lukaszweski’s looseleaf book is primarily a
manual and reference book. It provides an operational view of crisis management and
communication for those responsible for crisis preparation and responses. It excels in
presenting various organizational arrangements, reporting relationships, and such details as
crisis center floor layouts and required equipment. For crisis responders he lays out
step-by-step and sometimes minute-by-minute actions that must be taken, audiences that
must be notified, and some sample messages. Also discussed is the importance of recovery
and resumption activities. His emphasis, however, is on “the first hour or two or three of the
scenario to assure that tone, tempo, scope, and intent are powerfully and constructively
established.’”

“Overall, this book serves as a manual of expert advice from a seasoned and respected
public relations professional. It is rich in lists, guidelines, flowcharts, examples, and
exercises, which lend themselves to seminar and workshop presentations. The materials
have been cogently assembled, as demonstrated in the book’s table of contents... The book
reflects Lukaszewski’s experience as a consultant, lecturer and prolific writer. It is not a book
for someone seeking an overview of crisis management. Instead, its best use is as a
reference manual for professionals who need advanced knowledge of the field.”

- Otto Lerbinger, College of Communications, Boston
University, writing in Public Relations Review.

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CONTENTS

EXECUTIVE ACTION CRISIS MANAGEMENT SYSTEM
ABOUT THE AUTHOR
DEDICATION
PREFACE
FOREWORD
INTRODUCTION
HOW THE LUKASZEWSKI GROUP CAN HELP
INDEX TO ACRONYMS

CHAPTER 1 KEY CONCEPTS
A. Definitions
STAFF / LINE
OPS / NON-OPS
CRISIS VERSUS DISASTER VERSUS SOMETHING ELSE
THE NATURE OF CRISES
B. Crisis Is About Victims
C. Crises Are Problems (Not All Problems Are Crises)
D. Disaster Examples
E. War-related Events
F. Crisis Category Examples
G. Incident-Specific Response Categories

CHAPTER 2 COMMUNICATION PRIORITIES: THE ORDER OF COMMUNICATION
WITH KEY AUDIENCES, CONSTITUENTS, AND THE MEDIA
A. Operational Response Priorities
- LIMIT, CONTROL, END THE PROBLEM
- MANAGE THE VICTIM DIMENSION AND THOSE MOST DIRECTLY
AFFECTED
- COMMUNICATE WITH EMPLOYEES
- GOOD EMPLOYEE COMMUNICATION PRACTICES
- INJURY AND FATALITY COMMUNICATION
- COMMUNICATE WITH THOSE INDIRECTLY AFFECTED
- GOVERNMENT OFFICIALS AND REGULATORS
- NEIGHBORS AND COMMUNITY LEADERS
- CUSTOMERS AND SUPPLIERS
- COMMUNICATE WITH AND TO THE MEDIA. OTHER
SELF-APPOINTED EXTERNAL INDIVIDUALS, AND COMMUNICATIONS
ORGANIZATIONS
B. Communication Policy
- MODEL MEDIA RELATIONS POLICY
C. Guidelines for Designated Spokespeople
- GOOD SPOKESPERSON PRACTICES
D. If We Make a Mistake
E. The Crisis Web Site

CHAPTER 3 RESPONSE TRIGGERING
A. Respond Now
B. Specific Response-Triggering Approaches
- CORPORATE EMERGENCY RESPONSE TEAM PROCESS
- CORPORATE CRISIS COMMUNICATION RESPONSE OFFICER
- INCIDENT COMMAND MODEL
- EXHIBIT 1: INCIDENT COMMAND RESPONSE MODEL
- EXHIBIT 2: INCIDENT COMMANDER ROLES
- EXHIBIT 3: COMMAND CENTER ACTIVATION
- EXHIBIT 4: MODEL COMMAND CENTER
- SPECIAL RESPONSE UNIT
- HELP DESK AND ONE-CALL HELPLINE
- DEVELOPMENT AND MANAGEMENT OF AN INTERNAL
HELPLINE
- EXHIBIT 5: INCIDENT COMMAND RESPONSE MODEL

CHAPTER 4 MANAGING THE BOSSES AND COORDINATING WITH THE FIELD

A. Managing the Boss and the Bosses: Crisis Communication Roles by Corporate
Function
- CRISIS COMMUNICATION ROLES BY CORPORATE FUNCTION
- REGIONAL COMMUNICATION CONTACT
- EMERGENCY COMMUNICATION RESPONSE PARTNERS
- CORPORATE CRISIS COMMUNICATION RESPONSE OFFICER
- CRISIS COMMUNICATION COMMAND CENTER STAFF
- SUBJECT MATTER EXPERTS
- STANDBY RESOURCES
- CORPORATE RELATIONS DEPARTMENT
- TOP MANAGEMENT RESPONSIBILITIES
- SPECIAL ROLES
- THE CEO
- THE CFO AND CIO
- THE BOARD OF DIRECTORS
- CORPORATE PUBLIC AFFAIRS TEAM
B. Coordination Between Field and Headquarters: The “Call Headquarters If”
Process
- THE “CALL HEADQUARTERS IF” LIST

CHAPTER 5 THE HUMAN DIMENSION OF DISASTER RECOVERY
A. Introduction: Crises and Disasters Create Many Kinds of Victims
B. Who Are Victims?
C. Lasting Effects: The Human Dimension of Disaster Recovery

CHAPTER 6 SENIOR MANAGEMENT RESPONSIBILITY IN CRISIS
A. Introduction
B. Have a Plan: What the Bosses Should Really Do in a Crisis
C. Setting the Tone
D. The Crisis Response Template: Focusing Management's Attention
- TEMPLATE NO. 1: CRISIS RESPONSE
- TEMPLATE NO. 2: ROLES AND RESPONSIBILITIES
E. Model Crisis Response Policy
- PURPOSE
- ABBREVIATIONS
- CRISIS MANAGEMENT STRUCTURE
- BACK-UP DESIGNATIONS/CONTACT INFORMATION
- CRISIS MANAGEMENT NOTIFICATION PROCEDURES
- CRISIS COMMUNICATION RESPONSE PRIORITIES
- CRISIS MANAGEMENT COMMUNICATION INTERNAL AND
EXTERNAL
- CALL HEADQUARTERS IF
- CRISIS PREPAREDNESS/PREVENTION
- NEXT-OF-KIN NOTIFICATION
- KIDNAPPING OR EXTORTION ATTEMPT NOTIFICATION
- TERRORIST TYPE THREATS
F. Avoiding Negative Behaviors, Language, and Decisions
- OVERCOMING DESTRUCTIVE MANAGEMENT COMMUNICATION
BEHAVIOR

CHAPTER 7 THE POWER OF SCENARIOS: THE CRUCIAL INGREDIENT IN
CRISIS COMMUNICATION RESPONSE PLANNING
A. Introduction
- THE GOLDEN HOUR TRAGEDY
B. The Scenario Response Development Workbook
- THE SCENARIO RESPONSE DEVELOPMENT WORKBOOK
C. Sample Scenarios
- CHEMICAL SPILL AT PLANT
- OFF-SITE TRANSPORTATION ACCIDENT INVOLVING A
CHEMICAL SPILL OR RELEASE
- ACTIVISTS AT CORPORATE HEADQUARTERS
- RECALL DUE TO PRODUCT TAMPERING
- CIVIL LAWSUIT BY GOVERNMENT REGULATORY AGENCY
- CRIMINAL INDICTMENT OF COMPANY
- DISGRUNTLED EX-EMPLOYEE
D. Hypothetical Situations
- ACTIVIST / WEB ATTACK COUNTERACTION
- ACTIVISTS
- ANGRY, ACTIVIST NEIGHBORS
- FIRST MEETING WITH ACTIVISTS WHO WANT TO SHUT DOWN A
FACILITY
- REAL ESTATE DEVELOPMENT
- PRODUCT OFFENSIVE TO A MINORITY
- HUGGLES SCENARIO
- COACHING AND TRAINING FOR EXECUTIVES AND MANAGERS /
LEADERSHIP
- LEADERSHIP FAILURE
- TOY RECALLED AFTER DEATH AND INJURIES
- COMMUNITY RELATIONS AND GRASSROOTS CAMPAIGNS
- AIR CONTAMINATION
- COMMUNITY MEETING TO RESPOND TO NEIGHBORS'
CONCERNS
ABOUT TRUCKS AND TRAFFIC
- COMMUNITY UPSET
- DEATH DURING COMMUNITY INVOLVEMENT PROGRAM
- DEMONSTRATIONS AT DEALERSHIPS
- FIRST COMMUNITY MEETING TO TALK ABOUT PART B PERMIT
PROCESS
- NATIONAL CELLULAR PUBLIC MEETING, PEPPERMILL SITE
- NEIGHBORING ILLNESS DUE TO POLLLUTION
- TRUCK ACCIDENT IN A NEIGHBORHOOD
- CORPORATE RELATIONS
- CORPORATE CORRUPT PRACTICES CONTAMINATION
- EXPLOSION DUE TO IMPROPER TRAINING
- EXTORTION
- INTERNATIONAL EMBARRASSMENT
- CRISIS COMMUNICATION MANAGEMENT READINESS AND
SIMULATIONS
- LEVINS INTERNATIONAL SCENARIO
- CEO ILLNESS SCARES SHAREHOLDERS
- EMPLOYEE RELATIONSHIPS / LOYALTY BUILDING / LABOR
RELATIONS
- BROKEN-OFF LABOR NEGOTIATIONS
- LABOR RELATIONS
- PLANT EXPLOSION / EMPLOYEE INJURY AND DEATH
- REDUCTIONS IN WORKFORCE
- SEXUAL HARASSMENT
- SEXUAL HARASSMENT / UNFAIR LABOR PRACTICES
- WHISTLE-BLOWER
- ETHICS / INTEGRITY/COMPLIANCE COMMUNICATIONS
- COUNTERFEIT PRODUCT
- ENVIRONMENTAL ISSUE
- HIGH-PROFILE LH MODEL PRODUCT PROBLEM
- PRODUCT RECALL
- LITIGATION COMMUNICATION MANAGEMENT
- CRIMINAL INDICTMENT OF COMPANY
- HIGH-PROFILE CLASS ACTION SUITE FILED IN TEXAS
- MANAGEMENT COMMUNICATION STRATEGY / REPUTATION
RECOVERY
- NPO PRESIDENT DISCOVERED DIVERTING FUNDS FOR
PRIVATE PURPOSES
- PRICING ACCURACY
- PHARMACY PROBLEM
- UNETHICAL MARKETING / SALES PRACTICE
- MEDIA RELATIONS STRATEGY AND ANALYSIS
- STEALTH MEDIA INQUIRY
- SURPRISE NEGATIVE STORY
- PUBLIC AFFAIRS AND EXPOSURE MANAGEMENT
FORECASTING
- ENVIRONMENTAL SPILL
- GROUND WATER CONTAMINATION
- INTERNATIONAL NGO ATTACKS PLANT
- PIPELINE EXPLOSION
- POLITICAL PROBLEMS
- RUMOR NEW CHEMICAL CAUSING RASH AND DEFORMED
BABIES
- AIRPLANE CRASH
- STRATEGY
- HACKER ATTACK
- PRODUCT FAILURE DUE TO OUTSIDE MANUFACTURE

CHAPTER 8 FIRST RESPONSE FLOWCHARTS
A. Introduction
B. Flowcharts
- THE EIGHT-STEP CRISIS RESPONSE FLOWCHART
- DEATH OF THE CEO
- TERRORIST/HOSTAGE SITUATION
- EMPLOYEE VIOLENCE EVENT
- BUILDING EVACUATION

CHAPTER 9 MODEL PLAN OUTLINES
A. Introduction
B. Exhibits
- CRISIS PLAN DEVELOPMENT: STEPS AND TOOLS TO INSTALL A
CRISIS COMMUNICATION MANAGEMENT PLAN
- LABOR RELATIONS COMMUNICATIONS PLAN
- INTERNAL AND PUBLIC COMMUNICATION STRATEGY AND PLAN
- CONTINGENCY COMMUNICATION PLAN FOR CRIMINAL
INVESTIGATION
- CORPORATE CRISIS COMMUNICATION MANAGEMENT GUIDE
- CORPORATE CRISIS COMMUNICATION PLAN
- COMMUNICATION PLAN FOR RESPONDING TO AN EXPANDED
AIP IMPOSED BY THE FDA
- COMMUNICATION PLAN FOR A CIVIL TRIAL OF A CORPORATE
EXECUTIVE

CHAPTER 10 MAINTAINING READINESS: KEEPING PLANS
CURRENT/PREVENTION
A. Introduction
B. The Reality of Keeping Plans Current
C. The Five Revitalization Tracks
- Annual Preparation / Training / Task Review Programs
- Sharing Critical Crisis Communication Experience: Case Studies
- Useful Tools: 20-Minute Right-Way / Wrong-Way Videos
- Interpreting Useful Current Management Situations as Training Tools
- Exposure Surveillance and Forecasting Process
D. Model Crisis Communication Exercise
E. Model Crisis Simulation Exercise

INDEX

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ABOUT THE AUTHOR

JAMES E. LUKASZEWSKI, ABC, APR, Fellow PRSA (lo ka SHEV skee) advises, coaches,
and counsels the men and women who run very large corporations and organizations. The
bulk of his practice is in the Western Hemisphere, although he has clients from most parts of
the world. He believes that the communications problems they face can only be resolved
through superior personal leadership skills combined with positive, strategic communication.

He is an expert in managing and counteracting tough, touchy, sensitive corporate
communications issues. He counsels companies facing serious internal and external
problems involving: activist counteraction; community relations and grassroots campaigns;
corporate relations failures; reputational threats; crisis communication management;
employee relationship building; ethics/integrity/compliance; litigation visibility management;
management communication strategies; media relations strategy and analysis; public
affairs/exposure management; strategic Web site construction; Web-based attacks; and
corporate survival strategies. His broad-based experience ranges from media-initiated
investigations to product recalls and plant closings, from criminal litigation to takeovers.

He is frequently retained by senior management to directly intervene and manage the
resolution of corporate problems and bad news. The situations he helps resolve often involve
conflict, controversy, community action or activist opposition. The fastest growing portion of
his practice involves civil and criminal litigation.

His clients will tell you that he is a pragmatist and straight shooter. He is a teacher, thinker,
coach, and friend with the unique ability to help executives look at problems from a variety of
principled perspectives. He teaches clients how to think through and strategize in new ways
and to take appropriate, highly focused, ethically appropriate action. He has personally
counseled, coached, and guided thousands of executives in organizations large and small
from many cultures representing government; the military and defense industry; the
agriculture, banking, computer, financial, food processing, health care, insurance, paper, real
estate development and telecommunications industries; cooperatives; trade and
professional associations; and non-profit agencies. He is one of the few who can and truly
does coach CEOs.

He helps prepare spokespersons for crucial public appearances, local and network news
interviews including 20-20, 60 Minutes, Dateline NBC, and Nightline, financial analyst
meetings, legislative and congressional testimony; and personal coaching for executives in
trouble or facing career-defining problems.

He is a prolific author (several books, hundreds of articles), lecturer (corporate, college and
university), trainer, counselor, and public speaker. He is quoted in publications such as The
New York Times, The Wall Street Journal, The Miami Herald, the Harvard Business Review,
and industry trade journals. He is a contributing editor for Public Relations Quarterly, member
of InfoCom's Media Relations Insider editorial advisory board, frequent columnist and
member of PR News' editorial board, columnist for O’Dwyer's PR Services Report,
columnist for PRSA’s magazine, The Strategist, and was the first crisis columnist for PRSA's
member publication, PR Tactics. His 1992 book, Influencing Public Attitudes: Strategies that
Reduce the Media's Power, remains a classic work in the field of direct communication. The
Public Relations Society of America released fully revised editions of three volumes of his
Executive Action Crisis Communication Management System in September 2000: War
Stories and Crisis Communication Strategies, An Anthology; Crisis Communication
Planning Strategies, A Workbook; and Media Relations During Emergencies, A Guide. He
has published 23 unabridged monographs on critical communication subjects since 1994.

He is an internationally recognized speaker on crisis management, ethics, media relations,
public affairs, and reputation preservation and restoration. In 2003 he was a guest lecturer in
Milan, Italy for seminars sponsored by AssoComunicazione, an association that represents
more than 149 national and international advertising and public relations companies in Italy.

An accredited member of the International Association of Business Communicators (ABC)
and the Public Relations Society of America (APR), Mr. Lukaszewski is a member of the
PRSA's College of Fellows (Fellow PRSA); Board of Ethics & Professional Standards; the
Corporate and Public Affairs/Government Sections; and the New York City and
Westchester/Fairfield Chapters. He is the recipient of both the 2004 Patrick Jackson Award
for Distinguished Service to PRSA and Ball State University's 2004 National Public
Relations Achievement Award. He is also a member of the Center for the Study of the
Presidency and the International Churchill Society.

He served as a crisis communications advisor to the International Disaster Advisory
Committee, Agency for International Development, Office of U.S. Foreign Disaster
Assistance from 1989 to 1992, and is a civilian advisor to several other federal agencies
including the United States Marine Corps. He lectures annually at the U.S. Marine Corp's
East Coast Commander's Media Training Symposium and was the second recipient of its
Drew Middleton Award.

He is guest lecturer at Bernard Baruch College and in the master's program at Columbia
University. He was an adjunct associate professor of management and communications in
the Division of Degree Studies and in the Marketing & Management Institute of New York
University's School of Continuing and Professional Studies for 15 years.

Lukaszewski received his BA in 1974 from Metropolitan State University in Minnesota. He is
a former deputy commissioner of the Minnesota Department of Economic Development and
assistant press secretary to former Minnesota Governor Wendell Anderson. He founded
Minnesota-based Media Information Systems Corporation in 1978. Prior to founding The
Lukaszewski Group Inc. in 1989 he was senior vice president and director of Executive
Communication Programs for Georgeson & Company and a partner with Chester Burger
Company, both in New York City.

His biography is listed in the Marquis 55th Millennium, 56th, 57th, 58th, and 59th Editions of
Who's Who in America. His name also appeared in Corporate Legal Times as one of “28
Experts to Call When All Hell Breaks Loose,” and most recently in PR Week as one of 22
“crunch-time counselors who should be on the speed dial in a crisis.”

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