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Crisis? What crisis? |
By Helen Triggs |
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Too many companies, despite being skilled providers of goods
and services, and even leaders in their commercial fields,
act like ostriches when they are faced with the potential negatives or publicity risks in their businesses. Rather than face
their issues and have a plan they cross their fingers
and ‘hope it never happens’.
Investment in pre-planning and putting crisis procedures in place can effectively protect the brand when faced with negative publicity. If the business is slow to react to media enquiries,
then at best the negative stories run un-checked – at worst, the media suspect there is something to hide and start digging for dirt.
The intelligent manager is always one step ahead of the game
and is prepared, as much as is humanly possible, for every eventuality. This could be a product contamination problem, leading to a recall, customer complaints to the media about
the company, right up to a major disaster involving loss of life. Different companies have differing levels of risk – obviously petroleum companies and airlines can cause incidents on a massive scale – but even a local food business could cause death and illness if their products become contaminated. |
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| Four simple steps, guided by a issues management expert, can ensure that the business is capable of reacting quickly when incidents happen which threaten the business. |
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| 1. |
Be prepared |
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Review your business to find the crisis points – remember the adage, if it can go wrong, it probably will.
Some aspects may be out of your control – but you need to be able to control the aftermath. Think the unthinkable and document potential negatives in the business in a total audit. |
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| 2. |
Put in the systems |
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Take each issue and make a plan of preparation – draft reserve statements so that you have the information to hand and can respond quickly to questions from the media.
Designate an individual or team who will be responsible
for dealing with the press, with customers and suppliers. Make sure they are trained and understand
the crisis system.
For a major incident, it will be essential that the Chairman or Chief Executive is briefed and available to be the spokesperson. A group of senior executives should be trained in how to handle themselves under questioning from the media. |
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| 3. |
Rehearse |
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Test out your worst case scenarios in a training situation so that you can hone your responses. |
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| 4. |
Remain proactive |
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Keep your information and systems refreshed – make sure everyone in the business knows what to do if a crisis occurs. Make this part of each new person’s induction to the company – you do not want staff members making
ill-informed and speculative comments to the media. |
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These steps will ensure that you can limit the damage to the business in a crisis situation and may even ensure the company’s survival. It should be recognised by board members that a crisis and issues protection plan is a valued investment.
If your company has not the expertise to implement such a plan, grow can assist you through our associates, The Hermes Partnership, a UK-based communications company with a speciality in brand reputation management. Hermes’ directors have worked with global companies such as Burger King, the International Wool Secretariat, Priceline.com, Ryder Europe and Diageo to help them deal with business-threatening issues or to plan their preparedness.
So don’t be an ostrich – you never know what might be coming up behind you! |
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By Helen Triggs
Managing Director
THE HERMES PARTNERSHIP
London
Leaders in Public Relations
Associates to grow, qatar. |
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| back to the top |
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Well done to the team and a really professional job from our perspective.
You delivered excellent quality and clever creative. |
Nicola Pero
Executive Director
Qatar Expo Event Management |
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