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Browsing Posts in Crisis Communications

Who would want to be working at BP right now? Or at Toyota? Maybe at Goldman Sachs? All three of these companies have had a brutal time in the media spotlight, subject to huge fines/lawsuits, and a loss of public confidence.  These companies may have had a crisis communications plan in place, but their company officials did not effectively implement the plan. The results were disastrous in terms of lost credibility and financial loss.

But these are massive companies, what does that have to do with small to mid-sized business?  To a lesser extent, but no less damaging, small business can suffer the same sort of negative publicity, but lack the resources to manage or even sustain the loss of public confidence. Entrepreneurs take many years to build up a brand for their product or service, and usually set their companies apart through excellent customer service. The image of the company is its brand. All of this can come crashing down in a matter of days, especially in light of the instantaneous nature of social networks.

Take for example, a restaurant. It may serve excellent food, at reasonable prices, with great service to match. But it may also experience growing pains, not adequately hiring and training staff. Suppose there is an outbreak of some food-borne illness related to improper food storage and hand-washing of its employees? What then? This type of negative publicity could perpetually stain the brand of this restaurant.

All companies should have a well-thought out crisis communications plan. There are three parts to this plan:

  1. The Planning Stage – Think of Murphy’s Law. What could possibly go wrong? Who will be the spokesperson? All employees should be trained to refer all media and interview requests to this person.
  2. The Crisis – How often will the company spokesperson speak to the press?  What can they highlight to demonstrate that the company is committed to resolving this issue?
  3. The Aftermath – What steps can the company take to restore confidence in its brand?

So there is “good” PR and “bad” PR, and the goal should be to put out as much positive news as possible to minimize the damage of the negative story.  Negative publicity is never good (unless you are a musician or actor seeking street credibility), and in order to weather the storm, a business needs to have a clear cut plan and stick to it!

 Prepare for a crisis

There is a difference between a crisis and an emergency. Knowing when an emergency crosses over into a crisis and when you need to act immediately is the key. For example, an emergency is a small fire that is quickly contained without injury or property damage. A crisis is when that fire is not contained and destroys the property and causes injury.

A crisis is when an adverse incident or a series of events have the potential to seriously damage your organization’s people, operations or reputation.


To avoid the negative impact, prepare for the unexpected:
  • Plan: Identify what can disrupt the organization, event or place.
  • Test: A tested plan is a workable plan.
  • Pre-authorize: Know ahead of time who is approved to do what.
  • Take action: Effective responses are incremental in nature.
  • Behave well: Overwhelm bad news with common sense.
  • Act humanely: Make sound business decisions and implement them humanely.
  • Personalize: Deal appropriately with those directly and indirectly affected.
You know the worst-case scenarios that can plague your business or industry. What are the five to seven most awful examples you can think of that keep you up at night? Use those examples as a starting point to begin thinking about how your would respond.

Do you have a crisis communication team identified to help craft the messages, handle the inquiries from associates, the media, clients and investors, and know how to manage the situation? A team should include you–the business owner, a lawyers, communication professionals and senior managers.

By planning and implementing the communications strategy, knowing who is doing what, and keeping a calm demeanor, a crisis does not have to take over.

When a crisis occurs, admit it. Do not pretend that it will simply disappear if you do not discuss it. It is best to response quickly and as directly as possible. Engage the press as a potential ally. Answer reporters’ questions as openly as possible. Do not use “no comment” as a shield. It makes you look guilty. If a reporters requests additional information, provide it. A response to a crisis can be more devastating than the crisis itself. In the event of a crisis, people expect and deserve:
  • Candor
  • An explanation
  • A commitment to address the issue
  • An expression of regret
  • Consultation with others to help solve the problem
  • Higher standards of performance
  • Restitution
In most situations, a crisis can feel like a flood of worst-case scenarios. If handled properly, a crisis could actually strengthen your company and help position it in a more favorable light.

Is your company ready for its next crisis?

Did you like this blog? Please send your comments to me at annmarie@ammcommunications.com.


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