Celebrating Excellence in Business

MacKenzie was honored to be nominated for an Excellence in Business Award from the San Francisco Chamber of Commerce.

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There’s an aphorism in the communications business that “a crisis is an issue that was handled poorly.”  And in most cases, that’s true.  Difficult situations – particularly those where the media lens may be on you or your organization – can often be diffused or even turned into an opportunity if handled in a forthright, credible, timely way.  That said, as with most things in life, having a good plan, and thinking through various “what if?” scenarios before they happen is key to not only sleeping at night, but guarding your reputation and relationships.

I like to think of crisis planning for business as I do “disaster planning” at home:  that “earthquake” or “hurricane” kit you hope you never need – but it’s ready if and when you do.

So what’s in your crisis communications tool kit?

First, a designated crisis communications team, and their 24/7 contact information.  That team should at a minimum be comprised of a spokesperson, subject matter expert, and fact gatherer.  “Team” is the operative word.

Second, an up-to-date contact list of key stakeholders who need to be informed about the situation. That means employees, media, civic officials, regulatory agencies, vendors and partners – anyone for whom hearing it from you – versus another party – is critical to your credibility, transparency and reputation.  Be sure you have thought about the means in which your stakeholders want and need to receive information:  text, email, phone, social media channels, traditional media, and advisories. Know how to reach stakeholders on their terms.

Third, a spokesperson who is authorized and trained to speak on behalf of you and your organization.  Make sure that individual has been through media training, and understands the nature of media deadlines and the importance of clear, honest answers. Your spokesperson should have back-up support — someone who is proficient in monitoring and engaging on social media, and who can post updates to your website in real time. “Tomorrow” is a perilous timeframe in a fast-moving, crisis situation.

Fourth, basic information and facts about your organization, product or service.  You should spend your time focusing on the situation at hand. You don’t want to be hunting for addresses, titles, or basic facts and figures when far more critical communication is of the essence.  It’s amazing how people will often focus on the mundane, as a means of not dealing with the unpleasant or the difficult. You do so at your peril.

Fifth, alignment and agreement on best practices.

  • Tell the truth
  • It’s “OK” to say “I’m sorry,” and “I don’t know.”
  • Never say “No Comment.”
  • Practice your organization’s responses to a variety of potential crises.
  • Identify one spokesperson and a back-up.
  • Ensure your leadership and crisis team understands all relevant policies and procedures.

I sincerely hope you never need your crisis tool kit. But I can guarantee that having one will inure to the benefit of your organization – and your peace of mind.