How do you coordinate and align your messages with other spokespersons or partners in a crisis?

Forget before you speak- before the crisis happens you need to know who your partners are, where their values are, etc. If you are doing this at the start of the crisis you are already too late. You should also have a plan in place for how you will work together if something goes wrong. It doesn't have to be anything complicated, but you can't start this work the moment a crisis happens. I build simple plans on how to connect with partners for clients a lot, they can be tricky but they are so critical.

Identifying allies is a crucial step in crisis communication. Allies are individuals or organizations who align with your goals, values, or reputation during the crisis. This can include clients, suppliers, sponsors, regulators, or industry associations. Early communication with them is essential. Establish common ground, clarify roles, and maintain a consistent tone and message. Additionally, agree on protocols for handling sensitive or confidential information and how to keep each other updated on developments. Allies can provide support and collaboration, enhancing the effectiveness of your crisis communication efforts.

In a crisis, effective coordination of messages with other spokespersons or partners is crucial. It begins with identifying your allies who share a common goal. Respecting each other’s boundaries is essential to maintain a synergetic relationship. Differences are inevitable, but managing them through open, & respectful communication ensures a unified front. As the crisis evolves, adaptability is key. The ability to adjust your strategies & messages in response to changing circumstances can make a significant difference. Seeking professional help when needed can provide valuable insights and expertise. This comprehensive approach ensures a coordinated & effective response to any crisis, maintaining the trust and credibility of your audience.

Message discipline is everything in a crisis. One messenger and one message is ideal. If you must have multiple messengers, ensure partners are armed with your strategy, your posture (proactive, reactive), a handful of key points and you're communicating early and often with them. It's also important to build your bench before a crisis. Whether that be suppliers, partners, former board members and executives, community partners, brand ambassadors, outside experts, etc. You should have a stable of allies that you've cultivated in times of peace. It's critical they understand your bias for action (or inaction), how and who they should be communicating with, what your expectations of them are in a crisis (if any), and more.

From day 1 that you assume your role as a communications person, you shall have all the possible scenarios for crisis at hand. Ideally, you will organize a meeting, create the crisis comms group and craft the messages for each of the separate cases. It is important to bear in mind, that you can not walk this road alone. Identify friends and supporters /including media/ that will be by your side during hard times. Also make sure everyone knows of their role in case of crisis, and follows the guidelines that you created.

Respecting boundaries in crisis communication is paramount. It's vital to avoid speaking on behalf of others or sharing information that isn't yours to disclose. Steer clear of making assumptions or passing judgments without verification. When uncertain, seek clarification or confirmation from the relevant parties before commenting. Acknowledge and credit others for their contributions or actions, refraining from taking undue credit. By maintaining these boundaries, you uphold transparency and professionalism in your crisis communication efforts.

In an ideal scenario, driving communications externally &internally need to be led by only one spokesperson. However, there can be some situations where other spokespeople get cornered and are asked to give their views about the ongoing issue. In such scenarios, a detailed FAQ document or instruction manual equips everyone to handle these situations with pre-approved messaging. In addition, conducting a weekly/fortnightly briefing meeting with the entire senior management and partners can benefit in having consensus decision on messages and narratives. Also, enabling agile decision-making through streamlined communication tools like messenger apps works best during crisis.

Never lie when you do not know something. Never assume that people will "understand" your situation. Always check the sources before making any statements. It is better to say "I do not know" rather than come up with something you do not know. You can always check facts later and get back, it is far harder to clear the mess that an unverified statement will do. Speak only on behalf of the company that you are assigned the role in. Never give statements for other companies, or make assumptions on their behalf - be it good or bad.

Em uma crise é natural querermos ajuda de diferentes frentes. Entretanto, e importante lembrar que esse é um problema nosso, e n?o de nossos aliados (a n?o ser que compartilhada, claro). Compreender que há somente um pouco que eles possam estar dispostos a colaborar, já pode ser uma boa ajuda em um momento complexo.

In a crisis, it's important to understand and respect the boundaries of different spokespersons or partners. Each entity may have specific roles, responsibilities, and areas of expertise. By respecting these boundaries, you avoid overlap and confusion, and ensure that each party can contribute effectively within their designated scope. This respect fosters trust and enhances collaboration.

There is a reason that in the Coast Guard (and federal government) we use a system called NIMS (and ICS) it allows us all to come together in a crisis and speak the same jargon. This is something that can be done for companies too, but you have to be willing to put the effort into making those pathways before the world is on fire.

In the realm of crisis management, it's essential to engage constructively with diverse stakeholders, including competitors, critics, or adversaries. By taking the time to understand their motivations and concerns, we pave the way for effective solutions. The goal will be to keep the focus on addressing issues and finding common ground.

Managing differences in crisis communication is essential, especially when dealing with stakeholders with conflicting interests. It's important not to ignore or dismiss them. Instead, seek to understand their motivations and concerns. Avoid escalating tension by refraining from inflammatory language or attacking their credibility. Focus on facts, solutions, and the common good. Collaborative problem-solving can help bridge differences and lead to more effective crisis management, even when dealing with competitors, critics, opponents, or adversaries.

When you have crisis - you shall be united. All the conflicts and problems can be solved later. There are some cases when a "one man show" will not do the trick, and most of the crisis come to prove this. Hence, it is highly recommended to put all the disagreements aside, fight and win the crisis together and return to your normal way of being. Moreover there are some cases when crises not only affect the reputation of a company in a positive manner, but also make you discover your competitors and allies from a different angle. Bear this in mind

Empathy is key in managing conflicts that can rise during a crisis. Professionals with different objectives (I.e. lawyer vs. communication manager) should collaborate to successfully save the business continuity. Crisis management professionals should act as moderators trying to understand all perspectives, finding common goals and giving priorities to all requests.

A messaging briefing document is a wonderful tool to ensure there is alignment of messaging, talking points and FAQs for a variety of audiences that can be shared among stakeholders responsible for communication and spokespeople within your organization. It's not a one and done document to distribute. New information may dictate the need to share an updated version of the messaging. Make sure your communication partners know the cadence when the document will be updated and shared. It's also equally important to let them know if there are no new updates.

Crisis is not an "IF" but a "WHEN". Sooner or later you will have to face one or the other type of crisis. While it is important to be ready for it, what is more important is to make sure you are flexible enough to adjust and adapt. You can not predict all the crises in advance and be fully ready for it, what you can do is to prepare a crisis strategy flexible enough to be able to make easy adjustments to it. Being available and honest with all your stakeholders, media and partners is crucial. Being the first person to provide them with full information is what will make or brake all you crisis management efforts.

Effective crisis communication is a dynamic process that requires a proactive, flexible and collaborative approach. Regular communication, transparency and adaptability are key to successfully overcoming a crisis. So much so that effective communication can make all the difference in crisis management. Here are some tips: - Use clear and simple language that is easy for everyone to understand. - Avoid technical jargon and words with multiple meanings. - Be honest and transparent, even if you don't have all the answers. - Show empathy and understanding for people affected by the crisis. - Be available to answer questions and offer support.

In my experience when Crisis response fails it is more often than not a lack of or an inaccurate common operating picture (COP). By maintaining a live COP every stakeholder involved in the response can not only see what is happening but see it through the same lens as everyone else. Through consistent observation of the COP messaging can be made that is consistent, time accurate and lastly accurate to the situation. Of course the appetite for the amount of information shared will still need to be discussed if not limited within your crisis comms plan

Crises are dynamic and can evolve rapidly. Flexibility is key to staying relevant and effective. Regularly review and adjust your messaging in response to new developments or feedback from stakeholders. An adaptive approach ensures that your communication remains timely, accurate, and aligned with the current state of affairs.

1. Collaborate with a crisis communication expert to develop a cohesive strategy and messaging plan with other spokespersons and partners. 2. Utilize tools like joint press releases, shared talking points, and regular communication meetings to ensure alignment. 3. Learn from real-life examples like the United Airlines passenger removal incident, where inconsistent messaging from spokespersons led to a PR disaster. 4. Establish clear roles and responsibilities for each spokesperson to avoid conflicting messages. 5. Regularly review and update your crisis communication plan to adapt to changing circumstances and ensure continued alignment with partners.

In some cases, it may be beneficial to engage crisis communication professionals or consultants. These experts can provide valuable guidance on message crafting, media relations, and strategic alignment. Their experience and objective perspective can help navigate complex situations and ensure that your communication efforts are both effective and professional.

In my experience, coordinating messages with others during a crisis means being super clear and working together closely. Regular catch-ups and shared platforms for updates are key to staying aligned. It's about blending everyone's unique roles and views into a collective strategy. Active listening and being ready to tweak messages as things change are crucial. And sometimes, getting a pro in crisis communication on board can be a game-changer. They help fine-tune the strategy, manage stakeholder relationships, and deal with media stuff, which can be a huge help in a tight spot.

Ajuda profissional, externa, em uma crise é algo de extremo valor. Alguém com uma vis?o diferente, uma cabe?a que n?o está completamente imersa no problema, pode ajudar a ver op??es e solu??es n?o óbvias. é natural que entremos em vis?o de túnel em uma crise, um consultor ou profissional externo ajuda a garantir uma vis?o mais abrangente e menos passional em momentos complexos, adicionando muito valor ao time de gest?o da crise.

When the situation becomes too complex to manage internally, seeking help from crisis communication experts can be the best solution. They bring the experience needed to develop effective strategies and ensure clear, unified communication.

Just as it is important to identify your allies, or advocates, it also is important to understand who your adversaries may be. Don't waste alot of brain power trying to change minds of adversaries, but do focus on strategies to keep your advocates engaged and giving you the benefit of the doubt.

During a crisis, staying calm and objective is key. Sharing real-world examples of how effective communication helped resolve past crises can be a powerful way to inspire confidence and provide valuable lessons.