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Crisis Communications, on the books as “real” since the Three Mile Island nuclear reactor accident and the Tylenol product tampering scare, can be an inexact science. Pundits all believe in some sort of plan or roadmap to be followed – just in case. Yet, there is disagreement about what constitutes a crisis. Physical accidents like plant explosions, plane crashes, product recalls are obvious. The more subtle occurrences – corporate mischief, public breech of policies, third-party associations with a someone else’s disaster – are also usually labeled a crisis. However, the silent and unexpected events – disgruntled employee customer forces – are often overlooked.
There is disagreement on exact methodology. And, the discrepancy grows wider when technology is added into the mix. In fact, technology – the web, the ability to get and give information at record-breaking speed – is often a double-edged sword when it comes to crisis communications.
Back to the Basics
Theoretically we all know that no entity is exempt from crisis situations. We also know effective crisis communications comes out of an established set of procedures and a preplanned organizational mindset. However, the speed at which the world conducts business, when interfaced with all the technology that’s available these days, turns up the pressure on proper crisis communications performance.
Before looking at what options technology offers or problems it creates, it would be wise to review (or finally create, if need be) your organization’s crisis plan. Remember its purpose. This document is designed to guide, serving as a crisis autopilot. At the minimum it should contain:
Spokesperson Policy. This is a statement about who will speak for the organization under what circumstances.
List of constituents. Including the media, members, employees, the community, customers/vendors, directors, shareholders, this represents all key groups that will need information about the crisis.
Chain of Information. Just like the phone trees of our school days when parents called people on a prearranged list, it’s important for you to decide who will contact which group of constituents at appropriate times during the crisis.
Key Messages. Also called talking points, these are pre-developed statements about your organization, your services, philosophies that can be interwoven into statements to your constituents.
“If Asked” Questions – with Answers. A critical piece of any crisis plan, the information here covers all possible scenarios that could happen, issues that your industry faces, your stand on community problems as well as basics such as normal operating procedures and philosophies. Written to satisfy a curious media member or concerned citizen, these Q & As will help you prepare spokespeople when time is short.
Media List. More than who you typically will want to reach, this list also details how (i.e.: phone, fax, e mail). It’s a good idea to have this information in both electronic and paper formats. After all, a crisis, by its very definition, might just occur when the lights go out.
Backgrounders and Fact Sheets. Prewritten materials that can be readily adapted for the situation and distributed as appropriate.
Crisis Team. Another critical piece, this includes all key people who will be involved in making decisions during the crisis as well as times and medium (in person, teleconference) for team meetings.
Team Leader and Responsibilities. This goes beyond who’s in charge of managing the actual event and speaks to who in your organization is responsible for global communications polices. This is the individual who should lead your communications during a crisis as well as have a seat at the policy table when it’s back to business as usual.
Adding to the Mix
Clients always ask how crisis communications has changed with the arrival of the Internet. My answer is always same: the Internet makes the job harder. During a crisis, it becomes one more arena for messages to be distributed, audiences to be monitored. And it’s a very unstable medium – one that’s not easily managed or predicted.
A smart crisis strategy will also include possible Internet scenarios to be addressed. Depending on the circumstances, your organization will be involved with watching chat room traffic and comments, responding to email – at the same time you’re fielding media interviews, talking to key constituents, investigating and trying to solve the problem brought about by the actual situation.
Now, it’s not all doom and gloom. The Internet gives you the ability to deliver your message. Post press releases or statements at your site knowing no one will edit your words. Create a Frequently Asked Questions section to provide answers to common concerns. Update your information in real time scenario.
Death By E Mail
Recently I had the opportunity to watch what could only be deemed an “internet assassination” of an association’s executive director. A small segment of membership believed performance issues – issues the board was addressing – were being overlooked. Web sites were created. Chat rooms abounded. An electronic petition was circulated, calling for the director’s dismissal.
The situation became so intense that the board caved to the pressure, revising its performance improvement plan to one of immediate termination. The board president resigned in protest. The small group felt vindicated (250 out of 50,000), even empowered. The rest of the association was somewhat confused – both by the actual events and weak communications that followed.
This real-life drama occurred for a variety of reasons. First, there was a total lack of communication between the organization’s board and its members. Second, no plan or system was in place for dealing with a situation of this kind. Third, there was a complete disregard for the power that the Internet allows individuals and small groups to wield. And finally, until that event, the board never thought it could happen to them.
Two learnings stand out from this situation. The first is that crises come in all shapes and sizes. The newer, more complex world we do business in adds to the complexity of any potential crisis. The second lesson is about what can be done before a crisis actually hits. Sometimes, with proper management of issues and open lines of communication, the bullet can be dodged.
Common Sense and Culture
Internet included, the available technology could entice an organization to pull out the stops, use all the techno bells and whistles. The belief is that if you look cutting edge you must have the situation in hand. Do not be lured by the power of techno gadgets. During a crisis is not the time to show off – or try out the new blast fax program for the first time.
The most successful crisis management activities are based on what works best for a specific organization. It has been said a key element of Tylenol’s success during the tampering incidents came from the company’s strong sense of its culture.
Knowing your organization’s culture, especially its communications culture, is key. This includes how information is best assimilated as well as what communications vehicles will get you audiences’ attention. For example, some companies have found voice mail effective for delivering information to senior management during a crisis. They put out an update as needed and people just dial in. This works great only if it fits your culture.
Great Expectations
Each of your constituents will have a different set of needs and wants during a crisis. It is important to speak to them each in the language and nuances that are meaningful to them. A solid plan and the ability to make it work will help you manage everyone’s expectations.
The basics of effective crisis communications still apply – tell it all, tell it fast, tell the truth. Time is even more critical that it ever was. You’d best be prepared. It does happen to all of us. As for technology, it has turned what used to be just a juggling act into a three ring circus.
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Side Bar
11 Techno Guidelines for Crisis Communications
1. Make sure you have the ability to readily post information on your website.
2. Monitor chat rooms and independent, related sites and reply from your strategies, not defensively.
3. Determine an appropriate techno spokesperson.
4. Be able to handle increased site traffic.
5. If you use technology on your website (i.e. video clips, special software) make sure it’s something that all constituents will be able to use.
6. Make sure whatever technology you employ fits with your organization’s culture.
7. Only use technology you know has worked in the past.
8. Make certain you can handle increased capacity for phone banks, fax back programs, email, voice mail.
9. Have paper copies of all contacts, media lists and materials in case technology is not available.
10. Don’t let technology get in the way of your overall preparation.
11. Be sure your techno policies are in synch with your overall crisis communications policies and philosophies.
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