Imagine that you were just named to a CEO position at a top corporation. This has to be one of the most thrilling adventures of your life.  But after only a few weeks on the job, you learn that the company has been hiding information for over a decade about a product defect that cost the lives of 13 people, and you will need to recall millions of units from consumers.  Mary Barra, CEO of GM, doesn’t have to imagine the situation; she is living it.  Most of the people who end up in top jobs have never had any training for or experience in dealing with communicating in a crisis on the big stage. I thought it might be useful to put together a playbook that every leader should have ready for when it hits the fan.