Our 10-Step Crisis Communications
Planning Process
Step 1: Be Proactive. Not Reactive
No business is immune to crises. Perception can be as damaging as reality, and if any of your external or internal audiences believe there is a problem, your communications program must address their concerns. You therefore have two choices: prepare for crises or merely react to them. But the longer it takes to react effectively, the greater the potential for damage. And this is especially true in our era of instant communication, where bad news quickly becomes sensationalized. Inaction or paralysis is the most dangerous response. In fact, marketing and public relations become even more critical during a crisis. But very few crises come as complete surprises. Typically, key executives have access to information indicating the possibility or probability of a crisis, and this is the point at which contingency planning should begin.
Step 2: Identify Your Crisis Communications Team
Your company's crisis communications team should include senior executives led by the CEO, with the top PR executive and legal counsel as chief advisers, and heads of major divisions like finance, personnel, and operations. It's crucial that legal and PR counsel collaborate closely, as the legal tendency to say nothing can exacerbate public relations issues, potentially causing more damage than legal or financial repercussions.
Step 3: Identify & Train Your Spokespersons
Each crisis communications team should designate specific individuals authorized to speak for the company, including the CEO, though the CEO may not always be the primary spokesperson. Effective communication skills are essential for spokespersons, as image often communicates as strongly as facts, making it crucial to choose representatives who excel in public speaking. Spokespersons should receive professional training for media interactions, as even well-intentioned executives often fail to convey key information effectively. Many mistakenly believe that being good public speakers or having casual conversations with reporters is sufficient. Proper training ensures they are prepared to communicate crucial messages clearly, reducing the risk of misinterpretation by the media, analysts, and investors. This preparation maximizes the likelihood that coverage or evaluations reflect the desired narrative.
Step 4: Establish Communications Protocols
Crisis-related news can originate from any level within a company, necessitating clear protocols for notification. An emergency communications "tree" should be established and shared with all employees, detailing specific instructions on who to contact in case of a potential or actual crisis. This list should include the contact information for appropriate supervisors and at least one member of the crisis communications team, along with an alternate, providing both office and home phone numbers. While some companies avoid using the term "crisis" to prevent panic, it is more effective to prepare employees in advance, ensuring they understand that a "crisis" simply means a situation requiring swift and important action, not necessarily bad news.
Step 5: Identify and Know Your Audiences
Identifying key audiences is crucial for effective crisis communication. Most firms prioritize the media, customers, and prospects. Private investors and, for publicly held companies, compliance with the Securities and Exchange Commission and stock exchange information requirements are also essential. Additionally, companies may need to respond to local, state, or federal regulatory agencies. To ensure rapid communication during a crisis, you should have comprehensive contact lists, including mailing addresses, fax numbers, and phone numbers, for each audience. It's also important to understand the specific information each audience is seeking to tailor your communications appropriately.
Step 6: Anticipate Crises
Proactively preparing for crises involves gathering your crisis communications team for extensive brainstorming sessions to identify all potential crises that could impact your organization. This exercise offers two immediate benefits: identifying preventable situations by modifying current operations, and developing possible responses and best case/worst case scenarios in advance, which is far more effective than reacting under pressure. Additionally, for planned crises, such as employee layoffs or major acquisitions, this preparation allows you to implement strategic responses well before the crisis unfolds.
Step 7: Assess the Crisis Situation
Reacting without adequate information is a classic "shoot first and ask questions later" scenario, where your organization could become the primary victim. However, if you've already established a crisis communications plan and team, you can efficiently gather and assess incoming information from your communications "tree." This ensures you have the correct information to determine your reaction. Assessing the crisis situation is the first step that cannot be fully planned in advance. Without prior preparation, your reaction will be delayed as your in-house staff or quickly-hired consultants scramble to implement initial crisis response steps. Moreover, a hastily created crisis communications strategy and team will never be as effective as those that are planned and rehearsed in advance.
Step 8: Identify Key Messages
Understanding the type of information your audiences seek is crucial. Next, determine the key messages you want to convey about the crisis. Keep it simple with no more than three main messages for all audiences, plus a few targeted messages for specific groups. For example, in a hypothetical "death under suspicious circumstances" scenario at a retirement facility, the key messages might be: "We deeply regret this tragic loss of life and are cooperating fully with the police department and coroner's office to confirm the cause of death." or "This organization has a superb safety record and meets all regulatory requirements for health and safety." ​These messages address the situation directly, affirm the organization's commitment to safety, and promise transparency with updates.
Step 9: Choose the Right Communication Methods
There are numerous ways to communicate about a crisis situation, both internally and externally. Employees, clients, prospects, and investors can be briefed in person, or receive letters, newsletters, or faxed messages. The media can be engaged through press releases, explanatory letters, one-on-one briefings, or press conferences. Each communication method has its unique impact and must be carefully evaluated by a professional who understands the advantages and disadvantages of these approaches, ensuring they are tailored to meet the specific needs of the company and its audiences.
Step 10: Monitor, Evaluate and Communicate (Again)
During and in the aftermath of a crisis response, it's crucial to monitor and evaluate the effectiveness of your communications continuously. Assess audience reactions, media coverage, and stakeholder feedback to gauge how well your messages have been received and understood. Identify any gaps or areas of misunderstanding, and be ready to adapt your strategy accordingly. If needed, communicate again to clarify, reassure, or provide additional information. This iterative process ensures that your messaging remains clear and consistent, helping to maintain trust and mitigate any ongoing or residual impacts of the crisis.