MARKETING TIPS

Managing Your Crisis Before It Happens

Crisis management begins with preparation. While this statement may seem like an oxymoron, it's a time-tested approach. Companies that formulate a crisis communications plans before disaster strikes are much better off than those forced to make decisions that impact life and death (both human and organizational) while in the middle of the crisis.

The Wisconsin Department of Tourism is developing an overall crisis communications plan for the tourism industry, and sponsored a series of free crisis communications workshops around the state in late October and early November. Participants at those workshops learned some of the basic "dos and don'ts" of responding to a crisis response.

Information is instantaneous 

We live in a world where information is relayed in minutes or even seconds after an event occurs. Cell phones (with cameras), personal video cameras, Internet news sites, blogs, and E-mail allow anyone to transmit information at any time. Lacking official and timely information from company sources, reporters facing strict deadlines may resort to other means to tell your story. Would you rather have an experienced company spokesperson speaking for you during a crisis, or a passerby seeking his or her 15 minutes of fame?

Here are a few key steps to use to jumpstart your crisis communications planning.

Step One: Brainstorm potential crises that could impact your business. 

Some examples could be: 

• An e-coli outbreak linked to your waterpark, pool or restaurant 
• A natural gas explosion at your hotel or resort 
• Important employee information stored on company computers is hacked into and identities stolen 
• A fatal or near-fatal accident to an employee or customer on your premises 
• A disaster taking place in a facility similar to yours in another state

Using key employees, develop a list of potential scenarios and corresponding response plans. Although there are a number of forms you can use to develop these scenarios and responses, all share the same elements: outlining the anticipated problem, its solutions and the protocol for specific operations communication flow. Additionally, you should develop pre-approved fact sheets and statements for the media (such as safety procedures employed by your organization).

Organizations should also consider whether it might need to temporarily operate from an off-site facility, and prepare the associated expenses. Finally, be sure a plan is in place for employees and customers to reach the crisis team leader at all times.

Step Two: Form a crisis management team, or CMT. 

This team should be made of key decision-makers, such as top-level managers, and representatives of the legal, financial, human resources, and marketing or public relations departments. The CMT is charged with quickly assessing the crisis, ensuring that all procedures are followed, and directing all official response through a designating spokesperson and the release of official statements.

A contact sheet, containing names and phone numbers for all CMT members should be readily available to managers throughout your company. You wouldn't want to lose valuable time attempting to locate the home number of the company president on a Sunday night. Also, consider implementing a "call tree," with each person responsible for contacting the next person on the list when they receive a call announcing that the CMT has been mobilized. And, of course, have group e-mail lists for all CMT members.

Step Three: Develop a crisis communications plan. 

It's important to recognize that your brainstorm session will not account for each and every scenario that could affect your company. Speed, accuracy and credibility are key to an effective response. Anticipate that the media will learn about the crisis minutes after it happens.

• Your media spokesperson should get to the media first. 
• Gather all the facts. 
• Don't embellish and don't be afraid to say 'I don't know.' But do take notes and be prepared with an answer at the next briefing, if at all possible. 
• Show compassion, particularly if human life is impacted. 
• Realize you are always "on the record." Stick with the facts and don't speculate. 
• Correct mistakes as soon as you learn of them. If you misstate something, don't hesitate to correct it as soon as possible. Why impact your credibility or your company's credibility over a slip of the tongue?

Don't leave out physical considerations, such as a "war room" equipped with computers and phones for use by your CMT. You should also consider a location for news conferences and media briefings. Be prepared to handle media sessions at odd hours of the day. And don't forget your Web site for posting timely updates.

Step Four: Crisis Management Simulation. 

Rehearse, rehearse, rehearse. Crisis management is serious business. You could face a crisis that severely impacts your company's financial well being, or even worse lead to loss of life. Why leave it all to chance? Also, set up a regular schedule--either annually or semi-annually--to review your plan and make sure your contact sheet has correct personnel/numbers, etc.

Crisis management is not an option. It's a must for any business that takes its commitment to its employees, customers, shareholders, and the general public seriously.

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