How do you develop a crisis management plan?

Beyond the immediate risks, think about the long-tail events that might seem unlikely but could have a significant impact. Engaging in scenario planning can help in visualizing and preparing for these less obvious risks. Additionally, consider involving external experts or consultants who might provide a fresh perspective on potential crises that internal teams might overlook.

The recent coronavirus pandemic has necessitated the review of all crisis management plans and they should incorporate the potential of a global lockdown.

Diversity in your crisis management team can be a strength. Different backgrounds, departments, and experiences can provide a broader perspective on the crisis and potential solutions. Regularly rotate members to ensure fresh perspectives and to prevent burnout.

In today's digital age, misinformation can spread rapidly. Monitor social media and other digital platforms continuously during a crisis to address and correct any false narratives about the situation. Having a dedicated digital communications person on the team can be invaluable.

You should practice communication before you have to do it during a crisis. The organization's spokesperson should appear calm and project an air of confidence.

Feedback is crucial. After each simulation or real-life crisis, gather feedback not just from the crisis management team but from all levels of the organization. This feedback can provide insights into areas the core team might have missed.

The most essential element of your plan is completeness. While it is important to have a complete crisis management team it is equally important to ensure that all the props and equipment are included. There is no point having a crisis management plan that has an incomplete inventory and when the plan is activated the team discovers that there are some essential software missing from laptops or the team lacks access to an alternative site to operate from or the list of mobile telephone numbers is incomplete as new members have joined and so on.

Post-crisis, consider conducting a thorough post-mortem analysis. This isn't just about identifying what went wrong but also acknowledging what went right. Celebrate the successes and learnings, ensuring the team feels valued and recognized for their efforts.

I agree in principle with the above, there should be a WHO with an ongoing team that has an agreed to process for responding without delay. Similarly, other global threats should also have teams with action plans and guidelines - dare I say global warming, clean water, and natural disasters. Unfortunately, political posturing and agendas always seem to prevent ideal solutions - even in situations where human lives (animals, nature) are at immediate risk. We all live in this world - time for us act like it.

Steven Callander, a management professor at the Stanford Graduate School of Business, contends that organizations must view inevitable crises positively rather than negatively. When subjugated to hush culture and flimsy inspection, crisis response strategy tends to underwhelmingly address the issue at best, and accelerate the damage at worst. Much like the recent adaptations of security minded culture in a digital age, business resilience must be woven intentionally into a firm’s executive strategy from day 1.

Always have a backup plan. Even the most well-thought-out crisis management plans can encounter unforeseen challenges. Having a 'Plan B' and even a 'Plan C' ensures that the organization remains agile and can pivot as required. Additionally, consider the cultural and regional nuances if you're a global organization. A crisis response might need to be tailored differently based on cultural or regional expectations and norms.