Four tips to prepare your PR team for a crisis

Editor’s note: This is an excerpt from a guide available on our website. To learn more about preparing a B2B crisis communications plan, from preparing statements to executing an effective PR response, read the full guide: https://www.koroberi.com/resources/crisis-communications-best-practices/

A crisis is a defining moment for any brand. From the Norfolk Southern train derailment in East Palestine, Ohio to Boeing’s recent slew of crises, crises come in different shapes and forms. The nature of a crisis is inherently negative to some degree, and while no one situation is alike, a brand’s response sets the tone, swinging toward unfavorable at best and negligent at worst.

Between social media and the 24-hour news cycle, an issue can rapidly escalate, gathering public attention and disrupting the normal course of business. And if left unchecked, the brand's reputation and financial outlook can sustain lasting damage.

A key to a successful crisis resolution is having a plan in place before an issue ever arises – one that anticipates potential scenarios, proactively crafts thoughtful messaging and outlines response processes with specific roles and responsibilities. So, let’s take a look at four tips for developing such a plan.

1.???? Earn goodwill

Crises might be unexpected, but they don’t exist in isolation. The context surrounding a crisis, including a brand’s longstanding reputation and documented positions and actions can influence public sentiment when a crisis does occur. Brands are a part of communities and acting as a responsible corporate citizen can cultivate trust and goodwill among consumers that can better position them to weather a storm.

Take, for instance, an industrial manufacturer that is accused of excessive emissions and pollution. Whether these claims are valid or not, an organization with a strong track record as a steward of the environment may fare better than one without such a history to refer back to.

Public knowledge of a brand’s legitimate steps to uphold their values and to support and serve their community can shape whether a crisis is perceived as truly representative of the brand, a misrepresentation or an isolated scenario.

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2.???? Anticipate the unexpected

There are many ways in which concerns about safety, product integrity, ethics, security, financial issues and more could intersect with an organization’s operations. Identify and understand the factors with the greatest potential for risk for your business, and regularly reexamine those topics as they may change over time and the news cycle may introduce new topics of sensitivity. Geopolitical unrest, global health issues and social movements are just some of the recent forces that may dictate added caution.

Survey not only your business, but your competitors and the industry landscape more broadly. This can help you recognize areas of risk and provide early warning signs. Just because an issue emerges with a focus on another brand doesn’t mean that your business is exempt from the impact — if the issue gathers enough attention, interest in the topic can entangle your brand in the conversation too.

As you outline potential scenarios, you should clearly define what constitutes a true crisis for your organization, what audiences you will communicate with and through which channels. This may not be consistent for all crises, as exact circumstances will dictate the particular audience and communication tactics.

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3.???? Proactively craft messages

With potential crisis scenarios identified, prepare well-structured holding or standby statements, which can be customized to reflect the nuances of each situation. Doing this in advance can save valuable time during a crisis, enabling swift action while ensuring that messaging appropriately reflects your organization.

A well-structured statement typically includes five fundamental components, adapted based on the sensitivities of the particular issue:

• Acknowledgement – state the organization’s awareness of the event or issue. Do not use euphemisms.
• Empathy – if there are victims or potential victims, express empathy.
• Values – describe the organization’s values that will ultimately lead the response.
• Approach – describe ways the organization will handle the situation, however basic, including what has been done or is currently underway.
• Commitment – outline the commitments that you can make now, such as keeping stakeholders updated. Do not risk further damage to trust by making a commitment you cannot keep.

4.???? Form a crisis response team

Crisis response teams are usually led by the CEO with support from the head of public relations and legal counsel, though this will vary considerably depending on the scale and operating style of your organization. All team members should go through media training and screening, and in the event of a crisis, this is the group of people that should be fully knowledgeable of the situation.

Appoint one senior-level spokesperson to centralize the flow of information to the media and public. Ensure all public statements and information comes from that person using decisive, purposeful messaging. Remember to inform all crisis response team members who the designated spokesperson is and to direct any inquiries or questions that they receive to the appropriate individual.

For best practices for communications during and after a crisis, be sure to read our full resource guide.