Crisis is inevitable for just about any type of organization, so identifying the people, systems, messaging and other standards in advance makes good business sense. Here are steps you can take in advance to take control.
Crisis is inevitable for just about any type of organization, so identifying the people, systems, messaging and other standards in advance makes good business sense. Here are steps you can take in advance to take control.
Ideally, the organization’s CEO will head up the team, with the top public relations executive (or outside agency or consultant) and legal counsel as chief advisers. Senior executives, usually the heads of major divisions, should be identified to serve as your organization’s Crisis Communications Team. Be sure to include:
The pool of potential spokespersons/subject matter experts should be identified and trained in advance, even though you will make the ultimate decision about who will speak will be made once the crisis breaks. Consider all the different channels of communications, both internal and external, that you may need to cover. Be sure to include:
Create a complete database of internal and external stakeholders to guarantee that they obtain the exact messages you want them to hear and potentially repeat to other individuals or media outlets. Be sure to include:
The Crisis Communications Team should identify every potential threat based on your known vulnerabilities. It may become clear that some crisis situations may be preventable by shifting existing conditions or operational methods. You should consider possible responses, and best and worst case scenarios. Often organizations are aware of an upcoming event like layoffs, a merger or a move, so you can begin to plan well in advance of the actual event.
Potential Scenario Examples: Co-worker contracting COVID, Co-worker refusal to return to work due to fear of infection, potential exposure to COVID in the workplace.
Scenerio 1
Scenerio 2
Scenerio 3
Upcoming Event Examples: Return to work on site, commuting and travel, employee testing for body temperature.
Event 1
Event 2
Event 3
Your brainstorming and assessment process should lead to the creation of a Crisis Response Plan tailored to your team.
Set up notification systems to rapidly reach your stakeholders. Employing more than one type of communications platform (email plus text for example) the chances are much greater that the message will go through.
The first step is to determine what has happened and immediately identify and document as many facts as possible based on essential questions: What happened and has the situation been confirmed by credible information sources? What additional facts are needed to put the event into perspective? When did it happen? Who is involved?How did it happen? What is currently being done?
You’ll need to develop full messages based on the facts and that may take some time. Using pre-determined “holding statements,” immediately after a crisis gives you breathing space and communicates that you’re aware and working on the matter. For example: “Expect a statement from our CEO within two hours” or “Check Twitter or our website for updates.” Holding statements should be reviewed regularly.
The Crisis Communications Team should aim to develop three crisis-specific messages based on verified information for all stakeholders and, if needed, some targeted messaging for specific stakeholder groups based on identified scenarios. These can be modified based on the actual crisis. Messaging will also need to be adapted to different forms of media.
Once the crisis has passed, a best practice is to conduct a formal analysis in a team meeting by the full Crisis Communications Team. Review what worked, what failed, and what could be improved prior to the next event, and use the results to update the Crisis Communication Response Plan.