A crisis awaits most law firms, companies, and brands. While not always, knowledge of an emergency usually percolates internally and then works its way to the public, clients, journalists, and the community. This means that external forces are at work within hours, complicating your crisis management efforts.
It’s a matter of time and degree of impact that dictates how much damage is done. It always helps to have a crisis plan in place and run through regular tabletop exercises. However, I am always shocked at how few companies do and, more so, how many aren't aware that the first 48 hours of crisis response are the most critical and can be the most manageable hours. The first 48 hours of the crisis and how you handle it will make a difference in the event's evolution.
Within the initial timeframe, you initiate discussions with your crisis team regarding what you say or don't say, when you say it, and to whom. All of this must be carefully and thoughtfully considered so your organization can get in front of the situation and guide it in the best possible direction before others start to write the narrative.
Think about the kind of crisis that usually catches your attention. Management scandals, insider trading, and sexual harassment, – are all situations created internally. These complex crisis events require planning and training and calm, rational thinking.
Here are some steps to consider during this critical time.
Do you have a problem? Collect the facts on the situation that seems to be fueling your crisis. Determine the source and whether the situation has merit or is based on rumors. Conduct an online scan for news sites or blogs that have already picked up the story. Prioritize the issues that need immediate attention. The separation of fact from fiction always has been a big part of crisis management, but never more prominent than in today's information environment.
Your organization must conduct a thoughtful, practical, and quick assessment of the crisis. Your initial assessment will not be complete, but it will help you to determine the vulnerable places.
The origin of the situational pressure points gives you an early opportunity to gather your crisis team, discuss your first actions and determine if immediate responses to your most relevant audience are needed. Concentrate on them first.
If you find your company in crisis, immediately organize your crisis team and set up a meeting to discuss the next steps. The speed at which others receive your information is not entirely in your control. Today's social media infrastructure will affect how quickly word gets out. The best approach for you and your organization is to accept the inevitability of social media sharing and be sure that your first messages and information bundles are accurate, well-positioned, and defendable.
Helpful in a Crisis:
· Strong ESG and brand reputation
· Having a comprehensive crisis plan
· Having a post-crisis recovery strategy
· A well-trained team that has been through tabletop exercises
· Strong media relationships
Engage Your PR Lead. A crisis needs a communication professional who has been there, facilitated tabletop exercises, and has superior strategic and communications skills. Allow your PR lead to having a say in the crisis response efforts. If your PR lead is strong enough, they can be your spokesperson.
Who Will Speak Up? The nature of the crisis often dictates who leads the management effort. Depending on the situation, your PR Lead, Practice Group Leader, or General Counsel may be the right person to speak with the public. In early-stage crisis management, tough decisions are necessary. It's a good idea to have several thoroughly trained, readily available team members from whom to choose.
Determine the scope. In most crises, scale is a critical element. The bigger the crisis, the more you must isolate it into manageable parts and delegate resources. Share the information with your leadership teams. During these conversations, discuss the magnitude of the crisis and its potential impact on clients, staff, and your community. Determine if the situation is affecting the whole organization or soon will it be. Could it have implications outside your organization?
Know when to hold and when to observe
It is also easy to panic and feels like you need to respond. Sometimes, you don't. If you are confident that the situation, details, and sustainability impact are low, think about watching how it plays out. This could be a one-day story. An initial hit without collateral damage. Not everything is a crisis. This is where training, tabletop exercises, and cool heads prevail.
You are taking Action. Immediate issues paralyze most organizations. If called upon and the situation warrants a quick response before you've had a chance to gather all your information, begin with a holding statement so you can collect the information you need to respond responsibly. When appropriate, write a fact sheet and disseminate it to critical media, and post it on your website. Alert your switchboard to direct calls to the spokesperson. You may have to address the public and the press, so develop a series of key messages. Update your messages regularly. Use the key messages as the foundation when reporters start asking questions. Convert them into a Q&A format that you use to anticipate questions and prepare responses.
Deliver the Message: Your message can be executed in many ways in today's crisis environment. Social media vehicles are options if your targeted recipients are dialed in. In any event, be sure you have someone on the team monitoring social media for any mention, pushback, or escalation of the matter.
Being prepared is crucial. If in a crisis, remember:
· Stay calm and stay available to your team.
· Follow your crisis plan.
· Rely on your tabletop exercise lessons.
· Secure an outside crisis manager for perspective.
· Keep employees informed as needed.
· Monitor the news and watch social media.
Elizabeth Lampert is a PR strategist, Tabletop Facilitator, and Strategic Crisis Manager. She can be reached at Lampert@elizabethlampertpr.com.
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