Sharing a few tips on how to effectively manage brands in the worst of times.
Drama follows... Everything is in a state of turmoil, uncertainty, and reactive actions, with everyone rushing around like headless chickens. Now, the majority of people reside in that area because they lacked a strategy. "How do we prepare for a future event that we cannot predict?" To safeguard your company, brand(s), and self from the inevitable catastrophe, the greatest place to start is to face all the unknowns before they become a problem.
Here are a few tips to help you navigate the realm of crisis management:
Step 1- Crisis Management Planning: The Senior Leadership Team (headed by the CEO & Operations) should allocate two days each year as part of the company's fiscal planning session to plot, review, and thoroughly document all the things that could adversely affect the brand and the operations. At the end of that session, there should be a document detailing each issue, all potential solutions, and the team members in charge of each task/resolution. Additionally, I advise designating a member of the management or operations team as the initiative's owner to ensure that conversations and resolutions are consolidated and well-documented.
Step 2- Assessing the risk: When a crisis occurs, gather all necessary parties (if number one happened, you already have a crisis management team in place) to assess the risk and choose the best course of action. Here, we compile a comprehensive list of all dangers and weaknesses that can potentially affect the company. These might include social media mishaps, product recalls, work-related problems, and severe weather incidents. As managing communications and transparency are essential to the settlement process, PR and marketing are crucial to these meetings.
Step 3- Determine the business impact. A business impact analysis (BIA) lessens the possible effects of a problem that could interrupt operations. Your BIA lists several effects, including customer unhappiness or attrition, brand health or reputation damage, lost or delayed sales or income, cost hikes, and—perhaps the worst of them all—regulatory fines or status degradation. A BIA is a crucial step to ensure that your business is seriously taking into account all potential threats.
Step 4-Determine potential risks: Now that you know which risks could influence your company, you can start deciding which steps you should take to properly address each issue. Consider the measures necessary to fix the problem, the resources needed, and how employees may assist. For instance, in response to a social media blunder, your digital team might post messages on all of your social media channels while your customer service team is given instructions on how to respond to incoming calls. IT and logistics are needed to assist with the plan for a product recall in figuring out how to resolve the issue, and customer service, sales, and public relations collaborate to address client inquiries and maintain the company's reputation.
Step 5- Effective Communication- the Dos & Donts
Before a crisis ever arises, I am a big believer in an aligned Communication Matrix. Every business should have one, and all employees must to adhere to it. For instance, in all crises, the CEO and Senior Communication Professional should take the lead. A good communication matrix outlines the messages to be sent and the person responsible for delivering them.
DO
1. BE TRANSPARENT
Be forthright and inform the public of the situation. This is crucial if there is an urgent threat to public safety. Be careful to communicate with both internal and external audiences, including the media and the public, as well as internal audiences like employees and relevant vendors. Admit the error and quickly update the record if false information is sent to the media.
2. BREAK YOUR OWN NEWS
Put yourself in the driver's seat and take the lead on the story. Own your narrative and determine its course. You must state out loud what you know and what you're doing about it. Don't allow someone else to define the crisis for you; define it on your terms.
3. TAKE REAL ACTION STEPS
You must communicate the steps you've taken to all audiences and be able to assure the public that everything possible is being done to respond to the immediate situation. If appropriate, describe what is being done to prevent it from happening again. If other public entities are involved, let it be known that you are working closely with them.
DON'T
1. NO COMMENT = YOU'RE GUILTY.
Do not – DO NOT – say "no comment." Ever. It's important to understand the difference between a court of law (where you would enjoy a presumption of innocence) and a court of public opinion (where you will be presumed guilty if you are seen as hiding behind "no comment"). Be as responsive as possible, without trapping yourself by saying more than you intend to make public. Don't let the phrasing of a reporter's question trap you – respond to the question the way you would have wanted it asked. Remember to have confidence in your competence.
2. DON'T STALL WITH INFORMATION, AND NEVER LIE
Don't allow numerous people to be in charge of collecting and disseminating information. Prevent leak-driven media free-for-alls by creating an information funnel to ensure that one spokesperson receives all relevant information and controls the message. Never lie – eventually the media and public will find out, and your credibility (and that of the company) will be blown apart.
3. DON'T ASK THE PUBLIC TO "TRUST ME"
Crises can shake the public's confidence, and they will want to see proof that their interests are being cared for. Work with third-party validators – outside experts who can evaluate the situation – to provide expert advice and correct any missteps. Don't give the public any reason to believe you fail to take the crisis seriously.
4. DON'T CREATE NEWS VACUUMS
Don't keep information to yourself any longer than is necessary to protect public safety. Keep the media machine fed – early, regularly, and truthfully. Make sure you provide regular statements that reflect genuine sensitivity and concern. Otherwise, someone else will fill the void, and you will lose control of the message and reputation.
5. DON'T BE AFRAID TO CHALLENGE THE MEDIA
When media reports get it wrong or are unfair, don't stay quiet and let the mistake take on a life of its own. Set the errant reporter straight – and If necessary, climb higher on the newsroom hierarchy. Even if the error isn't corrected now, you could lay the foundation for a follow-up story. Do not attack the reporter or the story in a public setting (such as at a press briefing), because then your response will become the newest story. But be sure to provide the correct information when you speak to other reporters.
Comments