Here's how you can build resilience as a strategic communicator in times of crisis.

"Foresight ?? is 20/20 in a Crisis" While the article rightly emphasizes understanding the nature of crises, according to my experience, true resilience comes from anticipating potential threats. Strategic communicators should leverage data analytics and external monitoring tools to identify emerging issues before they explode. This allows for proactive communication strategies, minimizing the scramble during a reactive response.

After each crisis, you should evaluate how you dealt with the situation, the impact of the direction you took, be it positive, or negative. The key lessons will help you not only improve for the next but also ensure that every stakeholder is aligned.

Understanding the nature of the crises is absolutely key, but an invisible piece of that understanding comes from experts in the crises area. I don't mean experts in knowledge, but experts in geography. While I might have immense knowledge of an industrial event, if I am an "outsider" to that community, I will miss vital components in trying to understand the nature of the crises. Companies need to foster deep relationships with experts in their communities so that they are a trusted voice in times of crisis. Otherwise, regardless of their level of technical expertise, the most important stakeholders won't be listening.

For me, being ready for anything isn’t just practical—it’s essential. After reading Andy Grove's "Only the Paranoid Survive," it hit hard that you've got to expect a crisis even before you fully understand it. This mindset isn’t about being scared all the time; it’s about being smart and ready. When you’re prepared, you don’t just react; you respond with a plan. This way, no matter what comes up, I can handle it with clarity and lead my team with confidence.

Here are two key aspects to consider: 1. Types of Crises: Familiarize yourself with various crises your organization may face, such as reputational crises (e.g., scandals or negative publicity), operational crises (e.g., supply chain disruptions or technology failures), or natural disasters. Each crisis type requires a tailored communication approach and mitigation strategy. 2. Crisis Triggers and Impact: Identify common triggers and potential impacts of crises within your industry or sector. For example, in healthcare communications, understand how patient safety incidents or regulatory violations can escalate into crises affecting public trust and organizational credibility.

Pour renforcer votre résilience en tant que communicateur stratégique en période de crise, il est impératif d'élaborer des plans de communication solides et flexibles. Ces plans devraient inclure une évaluation des risques potentiels, une stratégie de communication clairement définie et des protocoles pour la diffusion rapide et précise de l'information. Identifiez les principaux messages à communiquer, ainsi que les canaux les plus appropriés pour atteindre efficacement vos publics cibles. De plus, élaborez des plans de contingence pour faire face à différents scénarios de crise, en prévoyant des réponses spécifiques et des mesures d'atténuation des risques.

"Fail to plan, and you plan to fail." Building a robust crisis comms framework that takes into account all key stakeholders, roles and responsibilities means you are well prepared to move quickly and respond with efficient and real-item decision making that ensures agility. Years spent building strong media relationships are invaluable when it's important to get the right message out through trusted channels.

The key is preparation—map out scenarios of what could go right or wrong. Consider the impact and plan how to address issues, in more than one way. Ensure stakeholders are aligned on next steps for clarity and certainty. Most importantly, build relationships with media stakeholders beyond transactions. Focus on value, not just providing stories. Think through your outcomes, develop a plan, involve the right people, and align internal stakeholders to reduce anxiety and stress when challenges arise.

1. Crisis Communication Plan: Create a robust crisis communication plan outlining key protocols for different scenarios. It includes appointing a crisis communication team, establishing clear roles and responsibilities, preparing holding statements and press releases, and defining communication channels. Regularly update and rehearse the plan to ensure readiness. 2. Audience Engagement Strategy: Develop a tailored audience engagement strategy to maintain trust and transparency during crises. Identify key stakeholder groups and their communication preferences. Implement proactive outreach methods such as town halls, webinars, or social media updates. Utilize feedback mechanisms to address concerns.

To build resilience as a strategic communicator in times of crisis, prioritize preparation and adaptability. Anticipate potential challenges, develop crisis communication plans, and stay informed about industry trends and best practices. Maintain open lines of communication with stakeholders, demonstrating transparency and empathy. Continuously evaluate and adjust your strategies based on feedback and changing circumstances. Foster a culture of collaboration and innovation within your team, empowering everyone to contribute to effective crisis management. Finally, prioritize self-care and mental wellness to maintain resilience and clarity of thought during challenging times.

In times of crisis, maintaining agility in your communication approach is crucial for resilience. As situations evolve rapidly, the ability to adapt strategies based on new information and feedback becomes paramount. This requires a willingness to change course, develop contingency plans, and think creatively to address unprecedented challenges. By staying agile, you can navigate crises with confidence, ensuring that your communication remains effective and aligned with your goals, even in the face of uncertainty.

Pour renforcer votre résilience en tant que communicateur stratégique en période de crise, il est crucial de rester agile et adaptable. Cela implique d'être prêt à ajuster rapidement votre stratégie de communication en fonction des évolutions de la situation et des besoins changeants de votre public. Gardez une communication ouverte et transparente avec votre équipe et vos parties prenantes, en mettant en place des canaux de communication efficaces pour faciliter la collaboration et l'échange d'informations. Soyez prêt à prendre des décisions rapides et éclairées, en vous appuyant sur des données et des analyses pertinentes.

Agility indeed underpins resilience, especially in crises. Rapidly changing circumstances demand adaptable communication strategies, openness to feedback, and the flexibility to pivot based on new insights.

For crisis communications, what’s important isn’t predicting every possible curveball, but having solid processes in place so you can confidently - and calmly - meet any new challenge or seize any sudden opportunity. Having established protocols in place is crucial: by doing so, you already know who internally needs to immediately come together and you have a mechanism to convene and make decisions in real time. In addition to helping you react to the unexpected, setting up processes fosters a culture of readiness within your organization and your Comms team. When everyone knows their roles and responsibilities, you can work together effectively and meet any crisis.

I have realised the best people to give the best information to stay agile to change course are the journalists who are writing or going to write about the crisis. It is in the communications professional's interest to keep the doors open even for the journalist who is writing negative stories and compounding the crisis. This ensures the journalist reaches out to you for an official version and this openness means one can buy out some more time to craft a strategy to take the bite out of what is going to be written about.

1. Cross-Functional Collaboration: Encourage cross-functional collaboration by forming crisis response teams composed of representatives from various departments such as communications, legal, operations, and senior management. Foster a culture of shared responsibility and collective problem-solving to ensure alignment and agility in response efforts. 2. Training and Development: Invest in training and development programs that enhance team cohesion and preparedness. Conduct regular workshops on crisis communication techniques, stress management, and team dynamics. Empower team members with the skills and confidence needed to navigate challenging situations collaboratively, fostering a resilient and unified response.

in times of crisis, a cohesive team is a lifeline. Fostering open communication and knowledge sharing not only strengthens bonds but also ensures everyone feels valued and empowered to contribute. Each member brings unique skills and perspectives, enriching the collective ability to tackle adversity.

Self-care is a critical yet often neglected component of resilience, particularly in strategic communications. During crises, maintaining peak performance is essential, making it crucial to manage stress, prioritize rest, and cultivate a healthy work-life balance. By investing in self-care practices, such as regular exercise, mindfulness, and sufficient sleep, you can ensure that you are mentally and emotionally equipped to make informed decisions and communicate effectively in high-pressure situations. Prioritizing your well-being not only enhances your ability to navigate challenges but also sets a positive example for your team, fostering a culture of resilience and wellness within your organization.

Have a wingman - or woman. During crisis make sure to keep a great team around you, with a and b-persons on all positions. This allows for you to check in and out and still keep the team operating. You never know how long the crisis will last, so be sure to take breakes. Eat, drink and take walks in the nearby park. 10 minutes are a good investment in your selfcare.

From a leadership perspective, prioritizing self-care is crucial for maintaining resilience, particularly in strategic communication roles. Leaders must be in peak condition to handle crises effectively. This entails actively managing stress, ensuring sufficient rest, and maintaining a healthy balance between work and personal life. Caring for your mental and emotional well-being sets a strong example for your team and ensures you're prepared to make thoughtful decisions and communicate clearly under pressure.

It is vital to regularly simulate crises in advance in order to have a playbook in place in case of an emergency. If this is not done until the crisis has arrived, valuable time will be lost, and in the worst case scenario, the damage will be too great to reflect upon.

Recognising the value in every setback to embrace the chance to acknowledge and own the actions leading to the error/crisis that occurred is the positive gain from a negative situation - you can recover! Take proactive steps to address these shortcomings and pave the way for recovery/improvement. From experience, I've encountered instances where individuals failed to own up to their role in a crisis, resulting in repeated mistakes or failures. However, this cycle can be broken through the simple acts of acknowledgment, accountability, and decisive action. Failure, when viewed through the lens of growth, becomes a catalyst for progress and self-improvement! It’s an opportunity to seek guidance, learn, implement the change and grow!

Don't Fear Crisis: Build Resilience with This Loop Crises are inevitable, but their impact can be minimized. Here's how: 1/ Plan & Train: Identify risks and craft responses to minimize damage. 2/ Navigate & Learn: When a crisis hits, rely on best practices & identify lessons. 3/ Adapt & Improve: Turn lessons into actionable steps to strengthen your resilience. 4/ Repeat: Regularly review plans, train your team, and adapt to changing threats. This loop makes you crisis-ready.

Hot take - you won’t be able to build resilience mid crisis. You can’t. The body and the mind will be focused on that. When it gets to a more even point you need to plan for the rest point. Resilience can only be built if you plan for rest and recuperation.

One component that wasn't mentioned is transparency. Even if you achieve 100% of the other elements, if you aren't transparent with both your employees and the impacted stakeholders then you've failed at all of the elements. People know when you are being coy or withholding important information. Take the time to build the relationship along the way, and if a crisis occurs, be honest. If you have fostered a genuine relationship, people will accept an "I don't know" or "I'll tell you as soon as I can" answer. Be accountable for the little things, and if a big thing comes along you'll have that credit in the proverbial relationship bank.

Keeping a calm head assumes more importance than ever. Rudyard Kipling's immortal lines, "If you can keep your head when all about you, Are losing theirs and blaming it on you, If you can trust yourself when all men doubt you, But make allowance for their doubting too; If you can meet with Triumph and Disaster And treat those two impostors just the same" readily come to mind. In a fast-changing, ever-evolving scenario which most crises are, it helps to keep in mind a few things will fall through the gaps but what is crucial is not to lose sight of the big picture.