Robert Teeter Quotes

Before becoming a college president, I helped over a dozen organizations find strategies to get through some very ugly crises.

My theory on an existing crisis is that you have to be very strategic about each case's unique elements. If a crisis involves a legal component, you need a communication strategy that complements the company's legal objective. A strategy for a plea deal is different than a case going to trial.

What you say and do in a crisis matters.

I learned long ago on the battlefields of Vietnam that in a crisis, there is no substitute for clear-eyed leadership.

We've got to be judged by how we do in times of crisis.

The actions you plan to take and the actions you actually decide to take [in a crisis] are not always the same.

The approach of danger always lends precision to the diplomatic art.

American government has usually been pretty good in a crisis and pretty lousy at all other times.

Unilateralism in secret is sometimes necessary at the height of a crisis.

Over the years, I've been involved in many business crises. I qualify this, since my crises have never involved life and death or the survival of the human race. But they are still crises.

When there is a crisis, how you handle the crisis is just as important as the crisis.

Amid the pressure of great events, a general principle gives no help.

Preserve the President's options. He may need them.

You never let a serious crisis go to waste. And what I mean by that it's an opportunity to do things you think you could not do before.

Emergency does not create power.

In our government we drive decisions either by leadership of by crises. If the leadership is not there, we rely on crises.

What he's really talking about - and I'm speaking for Mike Flynn, not Donald Trump - is that he's saying, essentially, we have to have options. We have to have a lot of options. And, frankly, we do. We do have a lot of options.

In politics, reform never comes before crisis.

I will take personal responsibility for transporting the 20,000 ventilators anywhere in this country that they want, once we are past our apex. But don't leave them sitting in a stockpile, and say well we're going to wait and see how we allocate them across the country.

In times of crisis, different people react in different ways. Some might try to escape. Others might attempt to batten down the hatches and ride out the storm in a safe haven.

In my years as the FBI's lead international kidnapping negotiator, I learned an important fundamental lesson: Hostage negotiation is often nothing more than a business transaction.

When clients are involved in a crisis, we often start at the end. When this is over, where do you want to end up? What's your endgame? We try to start from that and work ourselves back.

With a crisis as complex as coronavirus, multiple government agencies and departments are involved in responding. There needs to be one qualified and experienced person who will make sure every relevant cabinet secretary, agency director and policy advisor are on the same page - day in and day out.

As the Chair of the National Security Council Sub-Committee overseeing the CSSF and Prosperity Fund, I am proud of what it has achieved in tackling instability and preventing conflicts that threaten U.K. interests.

When facing a national crisis, we cannot allow a political vacuum to exist.