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We would all serve ourselves well to evolve our thinking to account for the unexpected advent of a crisis. If we embrace a culture of preparation through anticipation, each of us can be better prepared for the likelihood that crises will occur. Still, for now, few are properly prepared to handle these dire situations.
Whether it’s a corporation, government entity, non-profit or individual, preparing for crisis includes having a plan that involves candor, control, cooperation and cool. Rather than let a crisis be defined in the terms and on the turf of others — including media — take charge of telling your own story, painful as that seems, or risk being on the permanent defensive.
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These oversimplified tips are relevant to developing and activating any crisis plan — and it all begins with having a plan.
Be prepared. Have a plan. Before a crisis happens, you need to have a plan to deal with any potential crisis. Crises generally come in the form of fiscal or physical.
Fiscal: someone stole something; something cost too much; numbers don’t add up and taxpayers or stockholders are undermined.
Physical: through some action, inaction or neglect, something is terribly damaged, someone is hurt or made ill — and, at worst, someone is killed.
Identify your crisis team and spokesperson, and train personnel how to handle the crisis — quickly. Lack of preparation makes a crisis much worse and more difficult to deal with. No one is immune to a crisis, so you need to be prepared — it’s not if, but when.
Get the facts, fast. Tell the truth; never lie. You need to create an information funnel to control the message. Always tell the truth; never lie. Examples of what NOT to do: politicians like Anthony Weiner and athletes like Lance Armstrong. Be fearless in getting out information. This is not a place for spin — but for facts and updated information, regularly.
Break your own bad news. Define the crisis in your own terms on your own turf. You must get in front of the story and drive the information yourself. You need to publicly say: here is what we know and what we have done about it. If a mistake has been made, shine a light on it.
No comment = guilt. It’s important to understand the difference between court of law (presumption of innocence) and court of public opinion (presumption of guilt). Remember to have confidence in your own competence; don’t fall for “circle the wagons” mentality.
Attorneys may counsel to say little or nothing, but that is a path fraught with peril in the court of public opinion. Respectfully, crisis managers may have to butt heads with attorneys over their advice if it suggests low or no profile in the face of the crisis, for fear of legal consequences.
Communicate with all audiences. Make sure you communicate with internal audiences, such as employees, shareholders, suppliers and vendors, as well as external audiences, such as customers, public officials, the media and the general public.
The media operates as an amplifier to most other audiences, too, in addition to being an important audience on their own.
Feed the media early, regularly, truthfully. Make sure you provide regular statements that reflect genuine sensitivity and concern. Update details, facts.
Don’t be afraid to challenge the media when they get it wrong or are unfair. If necessary, you should climb higher on the newsroom hierarchy if a reporter fails or declines to correct a bad mistake. Even if the error isn’t corrected now, you could lay the foundation for a follow-up story.
Take real action steps. Cooperate with authorities. Implement new protocols. It is important that you communicate steps you’ve taken — for all audiences — to be able to assure this (whatever is at the heart of the crisis) “never happens again.”
Bring in third-party validators. You should work with outside experts who can evaluate the situation, provide expert advice to best correct any missteps, and implement new protocols and procedures.
Make sure you show audiences that you take the crisis seriously. Outside experts can validate the corrective action is appropriate and positive.
Open a proactive positive track even as you deal with the crisis. Look for positive news hooks that show movement forward from the crisis. Develop a way to protect your brand’s reputation and focus on the positive rather than the negative.
Honesty, candor, transparency, timely updates, admission of fault, separating guilty parties/wrongdoers from the “good guy” organization, commitment to corrective action all are integral elements of any crisis.
No one wants a crisis, but they happen every day. Knowing that reality removes the excuse of unpreparedness for any organization — public, private or non-profit. Deal with it: early, openly and with courage, candor and, when appropriate, contrition.
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Ron Sachs is CEO of Sachs Media Group.
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