PART 2
In the last post we began looking at how to come up with an appropriate crisis communications plan to deal with an unexpected incident that might hit a business. We asked a series of questions to help you think through the issues that need to be addressed, especially how to handle the communications aspect of a crisis. Now let’s look at each point briefly.
Audiences
Depending on the risk, you may need to communicate with different groups of people. Think as widely as possible about all potential audiences – company personnel, suppliers, customers, investors, opinion formers (for example, community leaders), politicians, emergency services, etc – maintain databases and document the method of contact for each so that the information is at hand in the event of an incident.
Gathering information
Develop a process for researching and gathering information that will be needed from different sources in the event of an incident. Plan a clear chain of command of who is responsible for gathering different types of information and who then receives information for analysis, distillation, decision-making and sharing.
Roles and responsibilities
Create a crisis communications team from existing personnel. The composition of the team will be different depending on the type and size of your organisation, so these roles are a guideline:
Team leader to direct the team and crisis response
Strategist(s) to determine the response to the crisis, consider the longer term implications and brief the team leader
Spokesperson to give media interviews and make public appearances
Media officers to handle dialogue and announcements in the media (traditional and social) and update the organisation’s website
Internal liaison officer to inform and liaise with staff
Customer liaison officer to manage direct communications and enquiries with customers and set up systems such as a call-handling team
Public affairs officer to liaise with opinion formers
Administrators to support the team with information gathering, logistics etc
This team must be set up in advance, not during a crisis incident.
Traditional media and online monitoring
Decide which media monitoring tools you will use to capture up-to-the minute reports on the incident from TV, radio, newspapers and social media. If these tools are not already being used on an ongoing basis, be sure that your media officers and administrator knows how to activate these services quickly.
Tools to communicate with audiences
Set up communication mechanisms in advance, for example, easy to use contact database and crisis call handling centre that can start at short notice.
Logistical arrangements to ensure fast and effective communication
Allocate a location within the office (and a contingency location in the event that the usual premises are out of action) where the crisis communications team will operate – ensure it contains all the essential equipment and stationery needed to operate efficiently.
Consensus on the plan
Ensure the crisis communications plan is signed-off by senior management, seeking approval during a crisis will delay timely responses and could cause additional problems for audiences and the organisation’s reputation.
Training
Train the crisis communications team on the policies and procedure, and run a simulation exercise to test the team’s knowledge and reactions. Refine the plan as necessary and then, periodically, run round-table refresher exercises to keep the team at the top of its game. Train new people that join the team; don’t assume they will read the crisis plan.
An organisation may not be able to protect itself against every eventuality, but having a tried and tested crisis communications plan means it is ready to handle difficult challenges. If a crisis incident occurs, the plan can be activated immediately, enabling the organisation to resolve the situation as quickly as possible and, at the same time, demonstrate that it takes its corporate responsibility and reputation seriously.
