The Crisis in Your Crisis Communications

I was talking to a senior executive a few years back and was asked, “So how would you suggest we structure our crisis communications function?” Being a natural wise guy I desperately wanted to respond, “don’t get into a crisis.” Yes that’s glib but the more I think about it, the more it becomes obvious that the best crisis communications plan is to not in fact to need one. Let me start with a few thoughts about the concept of crisis communications.

So many of the organizations we work with and for spend so much time focused on what they should do and say in the event of a crisis. There are no shortages of textbook reactions which beg the question, what percent of your business is based on reacting to events? Do you wait to see what the competition is doing so you can then react with new products? Do you wait to see what the potential for tax code changes will be so you can react by adjusting your finance and accounting rules? Do you wait until there is an urgent need prior to recruiting? The answer is, I assume, no.

Yet very few companies realize the best way to not need a crisis communications program is by being proactive in other areas of communications. Simply put a well-run and well-rounded, proactive communications program is the best crisis communications program you can have.

A well-run and well-planned communications program is all about creating influence and banking good will so that when the inevitable bump in the road comes you’re in a position to educate and inform while not being flayed alive. Barron’s does an annual ranking of the world’s most well-respected companies, which unsurprisingly mirrors some of the world’s best brands. As you look at the list and see Apple, Berkshire Hathaway and Boeing among others you’ll notice that while each of these companies have had their share of crisis, there aren’t many that have lingered long in the eyes of the media. The point being transparency and respect for your audiences, combined with an assertive communications program, pays huge dividends for those times when you’re going to be under the gun.

But let’s be realistic here, crisis will happen and what are you going to do then? One thing you will have to do is keep open the channels of communication. This does not mean you need to, or be able to, answer every question but you will be buying yourself some breathing room and a chance to more successfully defuse the crisis. DO NOT go into the bunker!

Having accepted the fact that a crisis will happen let’s focus on how you’re going to manage the communications process through that.

First off decide who’s going to be calling the shots when it comes to messaging and communications. The no brainer is that the communications team will. Surprisingly, or not, this is often not the case. The legal team, in which I will include the relevant financial and insurance representatives, often has the ear of the executive suite. This group often feeds the human need to avoid embarrassment and often counsels saying as little as possible. Listening to them regarding communications is often a disastrous decision. Information, like all else, tries to fill a void. If you say nothing then others, (media, investors, employees etc.) will share information they come across which will be taken as gospel given your silence on the matter. Communications knows how to say the right thing and should be in charge of outreach.

Second, make sure you have a spokesperson(s)are ready to go. This should be pre-determined but make sure you have someone who is both appropriate to the matter at hand as well as comfortable speaking on-the-record. This will require that you actually have several people on hand for the simple reason that you need to have the right spokesperson for the right issue. You should no more use your CEO for every issue then you should have a line spokesperson speaking about a company or industry wide matter.

Third you should make communications a part of any crisis planning. It’s safe to say that proper communications is the ONLY commonality when it comes to crisis planning. You may need the lawyers in some cases but I don’t see you having your counsel sit in on a meeting regarding a pricing error in your black Friday circular that has you selling diamond rings for $9.99. A number of other seats will be filled by essential team members but the most important seat will be filled by communications.

Lastly, crisis communications is not simply something regarding your own specific organization. The opportunity exists to become an even more powerful thought leader if you are able to take the industry crisis helm and say ‘the issue to be learned here is this’. Granted there are risks but if are willing to go on the record and support or chide your entire industry you will be seen as a leader and go-to resource by a number of the audiences you are trying to influence. Bravery is respected almost as much as honesty!

The key takeaways for us when we speak of crisis communications are:

• Who will call the shots when it comes to crisis communications? Will it be the communications team? The lawyers or some hired gun? In any case there needs to be a clearly assigned chain of ownership when it comes to crisis communications. Many times communications has broken down due to trying to meet the sometimes competing needs of various audiences. A centralized communications structure ensures that the organization speaks in one voice. This is why it should be clear that the communication team needs to be the final word in all crisis communications. Communicators will always be the key players behind any successful crisis plan.
• Have your spokesperson ready to go and have them prepped. An ineffectual spokesperson or one who offers the wrong attitude can cause great harm. It is the responsibility of the communications team to not only brief and prep this person as we would normally do, but to make sure they are holding up well to the strain. This will not be the near polar opposite of the puff piece some are accustomed to. Depending on the severity of the matter, the blowback could be quite harsh, even personal. The mental health of spokespeople is one thing that communicators need to be aware of and manage to the best of their ability.
• Finally, and most importantly, the best crisis communications model IS TO HAVE A ROBUST COMMUNICATIONS PROGRAM! Be transparent and informative. Build strong relationships with your audiences and position yourself as that subject matter expert and be willing to work with various stakeholders. When the crisis comes you can be in a position like one of the organizations on Barron’s most respected companies who will, no doubt, suffer some sleepless nights but will emerge from a crisis with little damage to your brand, or you can be in a company that pays no heed to this advice and even minor crises pose serious issues because you have no good will in the bank. Our grandmothers were talking about this when they said an ounce of prevention is worth a pound of cure.

Crisis communications is the crucible where communicators prove their value above all others. But let’s be honest none of us wants to go through this and the best way to not to do that is with a proactive campaign that banks a great deal of respect and good will.

Do you see crisis communications as the fire drill of fire drills or is it something that you pray never happens? Do you agree that a robust communications program is the best form of crisis communications management?