Crisis situations in business are not so rare. The most difficult thing when you find yourself in this “dark streak” is to determine the cause of the crisis. First, let’s talk about what is considered to be a crisis situation. These include financial difficulties, the danger of bankruptcy, a state of “downtime”, a decrease in profitability, low turnover, lack of prospects for growth and development, high staff turnover…. So, by definition, a crisis situation is a state of an enterprise in which it cannot operate effectively enough, bringing the expected profit to the owners and meeting the expectations of the workforce. Many enterprise owners, finding themselves in such situations, tend to consider the cause of their occurrence only the visible peak of the problem : political, economic and legal crises in the country, difficulties with customs clearance of goods, problems with suppliers and buyers, unscrupulousness of partners, increasing competition, sometimes even slander, evil eye, damage. As a rule, all these problems are elevated to the rank of “unsolvable” by businessmen who have found themselves in a “dark streak” of troubles. In fact, a crisis situation can consist of many components that are not visible at first glance, and even at second glance, so here a comprehensive, integrated analysis of these problems is required. For example, how is the internal security of the enterprise organized: is there a possibility of leakage of classified, valuable information, is staff motivation sufficient? What happens to the personnel policy - are its employees professional and loyal enough to the enterprise? After all, it is people who make a business, product or service unique. But is the work of structural divisions clearly coordinated and if not, what is the reason? The ultimate success of the enterprise depends on how the team is managed and how marketing operations are organized. All these factors can be considered priorities for the prevention of crisis situations. But, as a rule, a banal lack of time, and sometimes inertia of thinking, does not allow a businessman to pay due attention to them. In such a situation, a crisis analyst comes to the rescue. The profession is relatively new, but very in demand. Because it is the crisis analyst who takes into account, clarifies, ensures the elimination of such problems and suggests ways to overcome crisis situations in a particular enterprise. He evaluates the potential capabilities of the team and its individual members. With its help, you can select personnel or individual workers for responsible positions, which, ultimately, can decisively affect the work of the entire enterprise. The candidacy of each applicant is studied in detail (interview, tests, dossier, collection of information, verification of affiliation with competing organizations, etc.). In addition to internal relations in the enterprise, both vertically (administrative structure) and horizontally (infrastructure), the crisis analyst studies external ones, i.e. relationships between the customer and other organizations. It is no secret that the inability to distinguish between personal and business relationships can lead to a crisis situation in the enterprise. A crisis analyst works with these kinds of problems. This range of work is carried out at the level of top managers and their personal relationships. Their negative impact on the work process is analyzed and eliminated. Special skills are developed to act productively in situations of an increased level of complexity, psychic support is provided for complex negotiation processes. The next level of relationship is “manager - subordinate”. An incorrectly chosen leadership style, the inability to clearly set tasks and motivate employees, the lack of a healthy climate and trusting relationships in the team jeopardize the work of the entire enterprise. At this level, the work of a crisis analyst involves eliminating negative psi factors that interfere with work, developing an effective leadership style, developing.