Crisis/Issues Management
When in a corporate communications or brand PR role, your first responsibility is to protect the reputation of the organization. Of course there are other responsibilities, including enhancing the company’s reputation, but everything begins with: “Do no harm.”
In the current business climate, there are a litany of issues that companies face from small (an unwelcome post on your IG page) to large (cyber attacks, litigation). But one thing that is certain, even in a world of uncertainty, these issues aren’t going away.
Here are six tips for how to plan for and handle issues, so when one does strike, you can avoid pressing the panic button. And even build trust.
1. Have a plan.
As President Kennedy once said, “The time to repair the roof is when the sun is shining.” With some preparation, you won’t be caught off guard when a crisis hits. Before a crisis occurs, while it’s still sunny, develop an issues management playbook and scenario plan.
Your plan should have threat assessment levels based on potential issues you could face and how to mitigate them. Know who the key players will be in a crisis and designate a decision-maker. Don’t let the playbook sit on the shelf. Have the team go through crisis simulations regularly.
Also, ensure the right people are media trained. Every issue or crisis will be different, but you can get a jumpstart by following your own plan. The crisis may take many forms and meander in different directions but let the playbook be your guide.
2. Don’t be a deer in the headlines.
Depending on the magnitude of the issue, your crisis could get media coverage. You want to be in front of the issue, not caught off guard. Doing so means you can have a better chance of controlling the message.
That said, being out in front of it doesn’t necessarily mean pushing news out; it means having key messages developed in case you are contacted by media or choose to be proactive. That’s why even if you decline to comment on media inquiries at first, you should have a draft statement ready that communicates your message, values, leadership, etc. The moment may come when you have to say something. There are times when being responsive, even if your statement doesn’t say a lot, is better than being silent. Here is a hilarious quote from the HBO show “Veep” in which two of the comms folks are discussing how to comment on a sensitive issue:
“Our statement needs to be top-notch: The Gettysburg Address of tightrope walking, saying nothing bullshit.”
Of course this is extreme for the sake of comedy…
3. Take responsibility and be in control.
If it is clear something has happened that needs to be corrected — such as a product recall, data breach, inappropriate advertising content or a misguided social media post, take ownership of the situation. Explain what happened and let people know how much you value their business. Then tell them you are going to fix the problem. Be forthright and in command, with a human and empathetic tone.
4. Don’t underestimate the problem. Or estimate at all.
This is especially true in data breaches, but applies to all crises. Underestimating the damage publicly might seem like a way to control the damage, but if you eventually have to tell the press and your stakeholders that it’s now worse, you will erode confidence in your company.
If you have to make a statement before you have all the facts, don’t estimate (especially with numbers). It’s better to only say what you know so far. You don’t want to have to correct yourself down the road because of prematurely sharing.
5. The truth might hurt, but hiding the truth will hurt more.
Telling the truth and doing the right thing should be a core principle of your strategy and response. The information about your issue is eventually going to come out anyway. There is no hiding in the era of 24-hour news cycles, social media, hackers and whistleblowers. If a crisis occurs, be authentic, upfront and truthful.
6. Don’t be cruel to a heart that’s true.
Don’t blame the customer, the retailer or any other stakeholder. Don’t blame anyone if possible. Take accountability if the situation deems it. You can use a crisis to build better relationships with your stakeholders if you handle it with honesty, credibility and competence. It’s not about the problem – these things happen to every company – it’s about how you handle it. Relationships are tested and often strengthened in trying times.
Follow these basic rules and your company can stay afloat in times of choppy waters. If it’s smooth sailing right now, it’s a good time to dust off your crisis plan or create a new one. Remember, from crisis can emerge opportunity.