I have expressed this opinion before and I reiterate; where there is a plan there never will be a crisis. It is that simple. I strongly believe that one of the few reasons some organisations go into panic mode when the media publishes any information which is considered damaging to its image or reputation is because they do not have a plan ready to deal with such eventualities. With proper planning, there should never be a crisis, panic or cause for alarm – the tempo should stay the same – as gentle as an elephant’s trunk nonetheless powerfully impactful. In short, what I am saying is: effective and trusted organisations constantly work hard to build, manage and maintain an excellent image – these organisations understand that proper planning anchors a strong brand, they acknowledge that precise execution energizes performance; they understand that accurate evaluation measures are the backbone of victory. Such organisations are on top of their game, they are serious about sustaining healthy brands.
These organisations gain a general outstandingly admiration and respect.
They are always aware of key issues that are simmering and waiting to explode; and they have an appropriate systematic plan to tackle these issues, they do not bury their heads in the sand when the tide is high; they are always driven by an intention to openly and honestly communicate their challenges, milestones and successes – but most of all these organisations are anchored by an exceptionally well-developed communications plan that engages all key players.
And the plan includes (at least):
Spokesperson strategy
These organisations do not only have a spokesperson, but they also have a spokesperson strategy which clearly states key messages – they have a message management policy. Because organisational issues are diverse and come in many forms, one person may not necessarily be able to speak on every matter. Therefore it is advisable to have a handful of trained, articulate and honest spokespersons who will readily and proactively address key stakeholders especially the media by providing facts and stating what the standpoint of an organisation is. The last thing the public desire during a crisis is speculation, assumptions or personal opinion. As a result, the spokesperson needs to be readily equipped and geared up. An organisation that has scattered messages, conflicting comments and misaligned responses is like a cart that has lost all its wheels yet expects to reach a destination safely and orderly. Building and maintain a good image requires a lot of hard-work, focus, commitment and determination
Long-term picture of success
Most organisations tend to respond abruptly to queries just to get rid of the media and public; forgetting that their comments will always be available for future reference in the public domain. A long-term approach should always direct and inform an organisation’s manner and its communication style. Words that are uttered carelessly can easily come back to haunt an organisation for many years.
Use brand champions
A huge factor to proactively consider as one puts a communications plan together is to have a stakeholder notification system in place as no stakeholder group prefers to learn of an organisational issue through or from the media. An organisation’s most important stakeholder is internal staff including the Board of Directors. Internal blogs, intranet sites, facebook are just but a few of the latest tools that should assist organisations to contact all stakeholders irrespective of reach-ability. Of course whenever it is possible, face to face interactions should be employed to ensure that there is immediate feedback and interaction – remember employees are an organisation’s top brand champions!
Create alignment
Within the communication’s team, a dedicated and reliably experienced person should play the role of informing all key stakeholders of what is happening and why – including all key timelines. Moreover, it is critical to ensure that the so-called crisis management plan is aligned to both the stakeholder management plan and media relations plan because consistency of messages and activities enhances credibility.
Maximise platforms
Of course, a plan does not mean that activities are cast in stone: flexibility is crucial if one wants to always ride out the storm with a smile. Preparation for all eventualities is a must: face-to-face communication should be backed up by written communication. Using different platforms is a wise and clear demonstration that an organisation is inclusive. A variety of platforms that cater for different audiences should be maximally utilized.
Be reasonably transparent
Simple, clear and honest language works best – for instance, why use a phrase such as “the source of raw water supply”, when the word “river” is efficient – especially if one is addressing members of the public or affected victims whose first language is not even English, why not speak in their language to ensure the mutual understanding that communication is claimed to be about in the first place! Complex phrases just don’t cut it!
Be consistent
Stick to the approach. Stick to the plan. Stick to the message. Why spend energy putting together a plan that you rarely execute? So be committed, be consistent.
Oh!
In actual fact, whether an organisation is going through a good or bad time, an excellent communications plan is crucial. A communications plan makes an organisations appear professional and organized. It ensures that an organisation reaps many everlasting benefits including a strong culture, productive workforce, sizeable loyal market share, upbeat image and an admirable reputation. So in fact, do not develop a plan just because you want to avoid a crisis, rather develop a plan to ensure that the organisational ducks are laid in row.
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