Crisis Management Plans Can Turn Disasters into Opportunities
In today’s 24/7 digital news cycle, corporate reputations and brands must be managed with rigorous discipline. News and events break at lightning speeds. The ability to respond promptly and thoughtfully to disasters or damaging reports can build confidence in constituents that the organization is on top of the crisis and a leader within its profession or industry.
According to Philip Anast, vice president of Account Services, Tech Image – a national, award-winning digital PR agency – progressive organizations develop crisis management plans with clearly delineated responsibilities. Below are five items to consider when developing such a plan:
By giving thoughtful consideration to the development of a crisis management plan, organizations are more likely to be able to recover from bad news. In some cases, they might even exit the crisis with stronger brand relationships with valued customers and other audiences.
- Prepare in advance with inputs from functional areas within the organization. The time to plan for a crisis is long before it hits. A well thought-out crisis plan is designed to help an organization communicate internally and externally with clear, succinct and timely direction. The goal is to minimize confusion and maintain confidence whatever crisis may occur.
- Identify stakeholders. Designing an effective crisis management plan also requires an understanding of stakeholders and their roles. Stakeholders are all those who have an interest in the outcome. For an association, the list is generally long and can include members, sponsors, event exhibitors, industry partners, government entities and many more. Each might need slightly different things during a crisis, and they should all be considered as separate audiences.
- Identify a communications chain of command. Crisis plans should – in advance – identify all of those who will be involved with managing a crisis, what areas they are responsible for and who is ultimately responsible for making decisions. Then, all of those involved should receive the training they need to be effective in their roles. For example, specialists from all functional areas of the organization should be available to lend their expertise should the need arise, and executive spokespeople should receive media training.
- Create real-world tools that can be modified later. One of the most valuable things to have in a crisis is a head start. Messaging, scripts and spokespeople should be prepared in advance. The communications team can later assist in adapting standard scripts to specific situations the organization encounters.
- Ensure that crisis management messaging addresses various aspects of the crisis. When communicating bad news or another type of crisis, it is imperative that the organization’s spokespersons do the following:
- Elaborate with the “what” – explain what happened with concise language, together with the organization’s position on the issue.
- Educate with the “how” – explain how audiences should respond to the situation and how the organization is responding.
- Engage with the “why” – explain the impact the situation has on business operations so that impacts are not blown out of proportion.
SEPTEMBER 2014 EDITION
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