Is Your Crisis Communications Plan Where It Should Be?
As a communications leader, you are tasked with figuring out how to quickly, figure out what your crisis communications messaging will be when things go wrong and trouble is brewing. A good crisis communications plan can mean the difference between getting a crisis contained, and a crisis getting way out of control. It needs to be current, clear, and practical enough to use when pressure is high, and decisions need to be made swiftly and strategically, and prepares you with the fundamentals to respond when the unexpected happens,
Deciding who is in charge while in a crisis is a sure fire recipe for disaster! A crisis team should be identified beforehand and each person should have clearly defined responsibilities for communications, operational decisions, legal guidance, and final approvals. When developing crisis communications, write down the names and titles of the people who need to be involved, and identify their backups, in the event they are unavailable at the moment the crisis occurs. A plan should answer these questions: Who needs to know? Who speaks for us? What can we say? Who approves the message? How quickly do we respond? Who responds when a reporter calls? Who communicates with employees? Who handles social media? Who briefs leadership? A spokesperson may change depending on the situation, but the process should be clear.
Different situations may require different audiences that need to be informed, whether employees, customers, families, board members, donors, partners, or the public, the messaging may need to be disseminated in a particular order. For example employees should not learn about a major organizational issue from social media or hearsay, and the board of trustees shouldn’t hear about an issue from the press. It is imperative to identify your key audiences, and determine how you intend to reach each group promptly.
There is no way of anticipating every situation and trying to do so is a futile effort so don’t attempt to write a statement for every situation that may occur, as each scenario will be nuanced. Instead, create flexible templates for holding statements, internal updates, media responses, and leadership communications that can be easily modified. Keep in mind that timing is critical, and a speedy response matters, but accuracy matters more. In some cases, your first communication may simply need to say: We’re aware. We’re assessing the situation. This is what we know. This is what we anticipate will happen next.
Once you release that first statement, what happens next? Your crisis communications strategy should include the answer to that question. You must always be thinking beyond that first statement. As information changes and questions evolve, your audience will need updates. A press release isn’t the end of it, you have to be prepared to inform employees, respond to the press, and monitor social conversations, as these variables can take on a life of their own if they are not handled thoughtfully and in a timely fashion. That first statement is only the beginning.
Have you pressure-tested your plan? A crisis plan that has not been tested remains theoretical. For example, consider this test scenario: A serious incident occurs at 8:30 AM involving a claim that a past employee made to the press about your company that could put your reputation at risk. According to your plan, who gets the first call? Who gathers the intel? Who drafts the responses? Who approves the responses? How do you inform your employees? How do you handle reporters when they start calling? Conducting a test scenario with your leadership team, can help you to identify gaps so you can remedy them before a true crisis occurs.
Finally, keep in mind that your crisis communications plan is a living, breathing document. It is not a static policy meant to sit on a shelf, instead, it must evolve alongside your organization to remain effective. Update contact sheets and vendor lists quarterly, perform a comprehensive review and run simulations annually to test the details under pressure and align the plan with current business operations. If anything needs revisions, don’t wait for a crisis to occur before fixing it. Take the time to schedule a meeting with your team to discuss any loopholes you discover. Remember that the goal of crisis communications isn't to have the perfect response to every possible situation; it's to make sure that when something happens, your team isn't starting at a deficit.
