In my current role as a communications professional in the 'real world', I have seen many events, occasions and people to promote. However, I have seen many events, occasions and actions of people turn very quickly into a 'situation'. When that moment happens (typically in an instant), a communications person should be able to think on their toes and react appropriately.
The problem with working for an organization - for or not-for profit - is that more often than not the trained communications person has to jump through hoops to get a message out to the general public. These are internal hoops that involve non-communicators adding their two cents.
I like to think that I have some talent in my field. In fact, I've been told by the best marketing/public relations professionals that I don't bat an eye when the media is hammering me on an issue. I've had people in MY field tell me that I know the media and communications world better than some still-practicing journalists. But, many times, my talent, my experience, my knowledge of the business takes a backseat to the internal politics that inevitably runs all organizations.
My number one philosophy in effective communications is that a plan needs to be in place. A comprehensive, strategic plan should be developed and implemented for all businesses wanting to succeed. Not all situations are similar and you can't necessarily use a blanket 'template' to address all issues, but a general outline of key messaging needs to be defined so that all involved - internal and external audiences, decision makers, customers, board members, etc. - can be on the same page.
Too often I find that a situation is not appropriately addressed at the right time. This pushes the situation forward into a full-blown crisis. Then, to make matters worse, everyone becomes so busy trying to do or add to the role of the communicator that any plan that was in place at the beginning has fallen to the wayside.
Individuals are reactive by nature - but businesses should not be. A well-laid business plan includes a comprehensive marketing plan which includes a well-executed communications plan. If the business objectives don't coincide with the mission of the organization, or the marketing plan doesn't incorporate well-written communications materials, or the communications plan doesn't address the specific traditional and social media targets - the crisis will overtake the objectives of the business and business will fail (whether it's for a short amount of time or indefinitely).
I am a crisis communications expert. I didn't go to school hoping that I would become an expert in putting out fires. But, my professional experiences have shown me that an ounce of prevention is, in fact, worth a pound of cure. They have also taught me that the general public views communicators, spokespeople, as they do news reporters. They trust us. They feel they know us.
I have received hate mail. I have had voo-doo dolls of me displayed for many to see (by disgruntled employees who probably don't even know what the CEO looks like). I have stuck to my guns, remained calmed in the face of adversity. My internal crisis communications plan is to continue to reiterate the goals and mission of the organization while being blasted with a myriad of negative comments.
Very rarely is there a comprehensive crisis communications plan in place at an organization. That is a shame. So, if you know your business is without one, here is some advice in constructing one.
Identifying a crisis:
1) What is the situation?
2) Who is involved?
3) When did the situation occur? When is expected end date?
4) Where did the situation occur?
5) How did the situation occur?
6) Why did it escalate into a crisis and what can we do to resolve?
How to address it:
1) What is the message that the organization wants to get out?
2) Who needs to be involved and who is the target audience?
3) When should the plan be initiated and for how long?
4) Where should the plan be executed (traditional media, social media, direct mail, etc.)?
5) How can you minimize negative publicity and promote positive stories?
6) Why have past plans failed or succeeded (analyze past plans and learn from best practices)?
Again, a situation does not need to escalate into a crisis. But, if it does, thinking like a reporter (Who, What, When, Where, How and Why) can help alleviate the stress and chaos that typically comes with reactive thinking.
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