ForeseeNow, a Preston Global Extension, is retained by corporations, institutions, professional service organizations and high profile individuals  for different reasons.

One might sense pending misfortunes, another already is exposed to current difficulties requiring specialized management. A third reason finally gaining prominence is leadership initiating defensive measures before vulnerabilities are exploited against areas of management responsibility . . . exploitations  by others, internally or externally.

Also, certain hazards are beyond preventions but their adverse effects can be lessened considerably.

In retrospect, what we do is similar to a physician’s role. We accent prevention but when the working environment becomes unhealthy or dangerous, we investigate, test, analyze, prescribe and follow up to restore soundness.

Within this sphere of professional activity we constantly research for new procedures and treatments translating into even better solutions thus assuring operational wellbeing.

Much of our practice revolves around response to or elimination of existing troubles wrought by social, political, cultural, economical, reputational and other idealistic changes.

The Process

Societal distrust activates individual and group responses based on a mixture of human perceptions. Many form through sinister-driven ignorance at worst, irrational misunderstanding at best.

During initial “at-their-site interviews,” executives frequently ask about our ‘process,’ — a logical question. Consider FSN’s basic outline.

First comes an initial meeting. That session, without time or expense charges, usually requires approximately 90 minutes. We seek candid answers to basic questions; we probe as necessary. Everything is confidential.

Among key inquiries are:

  • Is this meeting for preventive/avoidance matters, current incident response to eliminate your problem(s), or for restoring prior tranquility and operational problems(s) — perhaps all three?
  • How do you perceive your predicament right now? What other matters inhibit restful sleep, which could be associated with reasons for this discussion?
  • When did you receive enough information about our main topic  that triggered today’s action? And before we return home may we review all materials, data, print and electronic, germane to the case?
  • If you select us, who will be our 24-hour contact? What is the individual’s status if not someone in this room?
  • What else do you expect from us that hasn’t been disclosed, and will any restrictions be imposed? If so, please explain.
  • Is there anything else about us you need to know?
  • Why were we invited for today’s meeting? Specifically.

This transparent phase concludes by explaining step two: Research, interviews, studying, analyzing, and identifying even iota elements of the problem before outlining action plans specific to the situation. We expect instant communication tasks internally and externally.

Step three is a formal plan presentation for approval. Our plans always are open to discussion, clarification and limited revisions. Detailed development of strategy and tactics follows contract and retainer fee execution. Usually,   implementation happens in less than a week; we move quickly, thoroughly, diligently. Seldom do conditions remain static, particularly in early stages.

The fourth step involves carrying out our strategy and tactics.  During this period monitoring, measuring, evaluating effectiveness, and adjusting as necessary, become obvious to anyone monitoring our work.

Constantly refining “the process,” FSN specializations open C-Suite doors. CEO and Board members should demand no less expertise when companies,  institutions, agencies, professional firms and high profile individuals search for positive results.

We report regularly to the CEO or a trusted authority as designated. Conscientious respect for executive time remains uppermost in our minds but conversely, speedy response to any summons is another trademark at FSN.

Finally, when troublesome circumstances ease, we focus on repairing any rips discovered from episodes leading up to situational control and normalcy.

To be clear, we are most effective when granted latitude to execute all steps and solutions. Top officers will be burdened enough with regular duties.

Our independence removes bias as well as overwhelming sensations amid internal decision-making. Your train continues on the right track, not routed to a siding because someone inadvertently forgot to pull the switching lever!

Confidence Must prevail

Relationships require trust. Successful case managers strive diligently for client trust.  Doing so requires latitude in performance.

Faith evolves from confidence.  We must earn customer confidence through our fact-finding, methodologies, approach to unraveling mysteries, and unconventional (as necessary) strategies and tactics.

Serving numerous recognized icons — individuals as well as corporations, agencies, institutions, and professions north, south, east, west, a strong working partnerships with internal PR whenever available is welcomed sincerely.

People frequently ask why such distractions cause loss of focus among even the most talented leaders. The answer usually is emotion.  And that is NOT abnormal at all. Unwanted events prompt a disengaged mindset.

We emphasize behavioral science, cognitive science, foreseeability, and the search for unusual causations leading to events endangering our clients.  Consolidating through study of human thought, impulses, and related forces imposing conditions haunting management becomes significant when aiding any client.

Tailored vulnerability assessments demonstrate leadership wisdom. Not only do VAs find serious exposures needing priority attention, VA effectiveness pays huge dividends when we prevent or reduce harmful, long-lasting effects from devastating incidents.

In addition to common sense applications, often unexcelled, our practice requires aspects of psychology, linguistics, philosophy, and more simply, how one responds to a given situation at a given time, and especially, why.

Reputation resonates!

Reputation management is another notable part of our process, but we go way beyond traditional PR. Our strength originates from day one when our first client asked for “relief from personal embarrassment.” Fortunately for both of us his appeal was answered.

Reputation isn’t for sale, lease or loaning. Nor is it dormant. We do know this fact: A lengthy, admirable reputation is much more difficult to destroy. In contrast, a rotten one requires more effort, time, money and philosophical changes before transformation.

In both cases, reputation control begins with honest commitment. You can expect a pacesetting firm going extra miles to sustain mutual respect and cooperation. It’s routine in all we do.

Assistance in Court.

Mitigating activities also become invaluable during court cases. If we conduct vulnerability assessments, develop strategies lessening an organization’s exposure to various crises and emergencies, and even if  “bad nevertheless happens,” we’re available as witnesses on behalf of any client who followed our recommendations.

An organization taking steps beyond the norm demonstrates management’s bona fide commitment to public safety and security. Such evidence of  leadership responsibility becomes a powerful argument for favorable verdicts!

What about arbitration? A defendant’s extraordinary initiatives, taken in advance, or ignored by management, to protect others and properties of others can tip the scales one way or another. Using a qualified professional firm adds effectiveness in one’s position under debate!

In Retrospect.

Looking back helps explain why, starting when we were The Preston Group and subsequently Preston Global, observers branded us as “refreshingly different,  visionary, intrepid” — even a “warrior” — for business and individuals who retained our services.

Decades ago we matched specialties with precise needs found among organizations, institutions, agencies, and other professional entities.  This endeavor transpired consistently whether our services focused on before, during or after dilemmas. Competent generalists assisted when appropriate. Specialists held ultimate authority.

FSN adheres to identical principles regarding crises, emergencies, blindsiding issues, grave dangers (threats or acts of terrorism, workplace violence, and all the damages caused by natural disasters).

Each instantly attracts social/traditional media fervor. False rumors, misinformation and continuing commentary will ensue. Given today’s litigiousness, other truculent events should be expected.

However, advanced intervention through self-discovery combined with foreseeability deserves deep consideration. Preventive measures based on our specializations are intended to save all size businesses immense resources in expenditures, time, diversions and even lives as well as property damage.

Increasingly, the medical, legal, accounting, architectural and other professional communities offer focused skills. We achieved such status decades ago through education, advanced training, prodigious experience and yes, self-discovery — all leading to expertise.

Specialization provides unparalleled qualifications for abnormal cases — those hard to find root causes for, escaping understanding, transformation and traditional management — even common sense applications.

Our practice extends far beyond the norm. We enter a realm bolstered by aspects of psychology, social science discoveries, philosophy, current events and effects from broad communications directed especially toward those most susceptible to disparaging propaganda.

More simply, we get to the bottom of how others respond to a given situation at a given time —  especially, why. Then the correct solutions emerge.