During my time as Chairman of Golden City Football Club, managing crises required quick, yet thoughtful and strategic decision-making. I prioritized crises by assessing their potential impact on the club's reputation and financial health, focusing on the most urgent issues first. I also ensured we used available resources efficiently to address the situations we could handle immediately. Open communication amid crises was crucial, as keeping players, staff, fans and parents of youth academy players informed about our actions and strategic decisions helped maintain trust and productivity during a challenging period. This approach allowed us to navigate challenges effectively while protecting the club’s reputation and long-term stability.

Managing crises in sport requires organization, prioritization and empathy. The first step is to identify the seriousness of each situation, assessing its immediate and long-term impact on the team's performance, the well-being of those involved and the club's reputation. Problems that directly affect health or safety are priority, followed by issues that compromise strategic planning, such as internal conflicts or lack of resources. Delegating responsibilities is essential to ensure efficiency: well-prepared teams can deal with specific issues while the leader focuses on larger problems. Clear communication is another key factor; listening to all parties and offering transparency in decisions builds trust and reduces tensions.

Here's how: - Assess severity and urgency: Rank crises based on their immediacy (e.g., safety risks, legal violations) and potential impact on athletes, fans, and the organization’s reputation - Consider stakeholder impact: Evaluate which crises affect the most critical stakeholders (e.g., players, fans, sponsors) - Analyze long-term consequences: Prioritize issues that could cause lasting damage, such as legal disputes, financial losses, or reputation hits, over those with temporary effects - Determine resource availability: Focus on crises you can address immediately with available resources - Communicate transparently: Issue a unified public statement acknowledging the situations

To prioritize responses in managing multiple crisis situations in sports, consider the following steps: Assess Severity and Impact: ___Determine which crisis has the highest potential for harm (e.g., player safety, public image, or financial loss). Evaluate the reach of the crisis (local, national, or global). Evaluate Urgency: ___Address situations requiring immediate attention, such as injuries or public safety concerns. Time-sensitive issues, such as regulatory deadlines or press coverage, should take precedence. Stakeholder Prioritization: ___Focus on crises that directly affect key stakeholders (athletes, fans, sponsors, or governing bodies). Mitigation Feasibility:

A mi me ha ido bien evaluar el día a día. No tenemos ninguna matriz. Objetivos claros, alcanzables y que se puedan evaluar. Hacer partícipe del proceso a la gente de alrededor. Y sobre todo tener un clima de seguridad en el trabajo. Disfrutar del proceso

I always worked on the Importance, Urgency and Growth (IUG) factors. Importance relates to the role, standards of performance and impact, Urgency assesses what time scale, even if critical, a resolution is needed by and Growth, an often forgotten factor assesses the consequences of delaying any decision and action for too long. By giving each factor a score from 1-5 priorities can be decided.

Sports, specifically High Performance Football, can be very stressful to manage, as kind of crisis situations are common almost daily. There's always something happening. It's important to take a step back, understand the crisis nature and potential effects on the team, or Club. Additionally, although you need a clear and fresh mind to decide, you are required to act fast. Don't delay important decisions, specifically those that can have an impact over time. Finally, understand the process on each crisis, as: . Description . Type . Nature . Impact . Consequences . Resources to help/solve . Who is responsible to act upon solving . When . Expected time to be solved . Process Analysis and outcome . Potential adaptations for future

Mide el impacto y usa la Matriz de Eisenhower para clasificar las crisis según su urgencia e importancia. Esto te permitirá actuar rápidamente en los temas críticos, planificar los importantes a largo plazo, delegar las tareas menos relevantes y eliminar distracciones.

La decisión requiere de un enfoque estructurado que combine herramientas efectivas como la Ley de Pareto (80/20), la Matriz de Eisenhower y la alineación con la estrategia y prioridades de la organización. Este enfoque integrado te permitirá priorizar las respuestas que generen el mayor impacto y estén alineadas con los objetivos organizacionales