One tool that many governments could use on a regular basis—but few actually have—is a crisis communications plan. Also known as an issues management plan, the basic idea is to have a process and policies for responding to crises that ensure that you are as effective as possible when time is short and the stress level is through the roof.
These plans tend to be very generic, as the kind of issues you may have to deal with can vary widely from incident to incident. This is also different from an emergency communications plan, which sets rules for responding to incidents that impact public safety. A crisis is an incident that threatens the reputation of your organization, rather than people’s welfare, although sometimes it can be both, as in the case of a hazardous materials spill.
Some examples from my experience include the arrest of an elected official, the discovery of employee embezzlement, a union vote of “no confidence” in an individual manager, or a lawsuit involving staff. In each case, the issue arises quickly, usually without warning, and results in immediate media and public scrutiny.
Having a plan that helps walk you through the process for each issue can mean the difference between successful resolution and major missteps that impact your organization’s reputation. It can help you feel more confident in responding to the crisis as well.
The plan should include sections that walk you through the following elements of crisis response:
- Situational analysis
- Audience identification
- Communications response
- Message development
- Tools
Situational Analysis
The first step in your plan should be a template for developing an understanding of the crisis. Find out the facts of what happened. Make sure you understand who the affected parties are. Typically you’ll start with a description of what happened—the sequence of events—and then identify the people and organizations who were involved or who are affected by the crisis.
Next, find out what the organization’s operational response is going to be to address the situation.
Then you’ll want to identify the issues at stake and how the incident impacts the organization’s reputation. Think in terms of the consequences of what has happened. These strategic considerations are very important, as they will guide you in developing your messages.
Lastly, you’ll want to identify what you don’t know and need to find out.
Audiences
You’ll want to determine which audiences you should be talking with to address the incident. Start with the victims, the other people involved or affected, the media, your employees, perhaps the entire community. It will depend on the incident, but be prepared to think through who your key audiences are.
This information will help you decide which tactics and tools to employ.
Response
One of the most important aspects of crisis communications is the initial response. Be prepared to respond as quickly as you can after determining what happened and be as honest and forthcoming as possible. Share what happened so that people know the full story, then describe what the organization is going to do to remedy the situation and what steps you’re going to take to make sure it doesn’t occur again. Take responsibility for the things within your organization’s control.
Make sure you know who will be talking to the media and is responsible for developing the messages.
Messages
Based on the incident and the operational response, determine what themes you want to get across. These are one or two generic ideas—like “our top priority is public safety”—that you will use whenever talking about the situation.
Next, develop two to five messages about the situation that help explain what happened, its impact, and your organizational response. Keep them simple and direct.
Your plan could include sample holding statements or outlines that will help guide you during the crisis. You can forget even the most basic things when everyone is hounding you for answers. Set yourself up with all the tools you might need.
Also, try to anticipate possible questions and have an answer ready, even if it’s something like: “We haven’t been able to identify that yet, but we’ll let you know as soon as we do.”
In evaluating your messages, make sure what you’re saying is accurate, credible, truthful, and empathetic. Ask yourself if they reflect the values of your audience.
By planning this way, you’ll be able to be more effective in your media relations and public outreach efforts.
Tools
In addition to the media, what tools does your organization have at its disposal? What trained staff, communications assets, or partnerships can be used in the response?
You may also want to design a worksheet to keep track of key decisions and actions taken in response to the incident, so you can later go back and analyze how the response unfolded.
During a crisis, people always feel more comfortable seeing a live human talking about what happened and giving firm and credible information about what is going to be done about it. Don’t hide behind news releases or web posts. Be prepared to identify experts, leaders, or other credible sources to get your messages across.
Conclusion
Be ready for anything by having a crisis communications plan before your next crisis. Remember, no matter what the issue is, it’s important to act quickly and with honesty, as attempts to cover up generally extend and worsen the credibility of your organization.
And, as always, after the dust has settled, go back and evaluate how you did. Look at the coverage, length of the crisis, and measure how you did. Then use those lessons to improve your plan.
Have I missed any important elements of crisis response? Leave a comment and let me know.
