Crisis Management: Don’t Be Caught Unprepared
July 1, 2007 AT&T recently released results of a study looking at how important companies regard business continuity planning and disaster recovery preparedness. It showed that almost a third of the businesses surveyed still are not prepared for a worst-case scenario. The timing of the results — right before the start of hurricane season — was no coincidence, I’m sure.
The downside is that this study only polled private-sector companies in 10 major U.S. cities, none of which was in Florida. My guess is that given their experience with hurricanes Charley, Frances, Jeanne, and Wilma, businesses in the Sunshine State would fare better in this survey.
While the study focused on protecting computer networks and electronic information in the event of a disaster, it brings up an important question: How prepared is your company? Do you have systems and processes to guide your organization in communicating during a crisis, whether it’s man-made or caused by Mother Nature?
Although tragedies can prompt companies to finally develop a crisis plan — sort of like installing a security system after your home has been burglarized — smart business owners understand the need to have a communication plan in place before disaster strikes.
Getting Started
“Crisis” can be defined in a number of ways, but think of it broadly as information or an event that can threaten or damage your company’s reputation (and thus its financial viability). It can be sudden or smoldering. Although you can’t plan for every crisis, you can develop a basic process that will direct you in response and recovery. The last thing you want to be doing during an emergency is tracking down managers’ phone numbers or trying to figure out what to say when reporters start calling.
Start by gathering a small team of key employees to brainstorm various crisis scenarios that might occur. Organize those scenarios into categories, such as facilities or operational crises, natural disasters — you get the idea. Besides serving as the basis for a communication plan, this exercise can serve to ensure you’ve identified potential risks and vulnerabilities and taken the necessary steps to reduce those risks.
Next, identify a crisis response team. Be sure to involve all departments that might be affected, but keep the group small enough that it can be nimble. You may want to start with a core group that can be widened as necessary if the situation escalates. The key is to be able to communicate quickly and shift strategies if needed. Assemble a comprehensive contact list so that everybody can be reached quickly if you activate your plan. Finally, assign responsibilities to each team member so everyone understands his or her role. Consider duties such as who will interact with emergency officials, who will sign off on news releases and statements, and who will serve as a spokesperson.
What To Say And To Whom
Develop a list of your key stakeholder groups. Some are obvious, such as customers and vendors. But be sure to cast a wide net; don’t forget employees, your board of directors, elected officials, regulators, community leaders, and others.
Then, consider what information should be communicated to each of those groups. For each scenario or category of scenarios, develop a few generic key messages that can be tailored to the crisis. Keep in mind your company’s values and priorities, and make sure those are evident in how you respond. Finally, identify how you will communicate to each group, whether it’s by conference call with board members or e-mails to employees.
Responding To The Media
Finally, in a crisis, it is critical to communicate with the media quickly and accurately. Draft template news releases and statements so you’re not starting from scratch in the heat of the moment. Be prepared to carefully gather the facts: who, what, when, where, how, and why, and be proactive in releasing that basic information to reporters. If you’re not available and talking about the situation, there are plenty of others who will be, and they may not get it right. By serving as a reliable source of accurate information, you can maintain control and ensure — to the extent possible — that news coverage is accurate.
Once you have a blueprint for action, don’t put it on the shelf and let it gather dust. Review and rehearse it at least once a year, and more often if necessary. And if you’re very fortunate, you’ll never have to use it.
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