Crisis communications is hugely important for any organisation. “It is imperative for all organisations to have in place a very robust crisis communications management programme,” says Paul Dillon, senior associate at Baird’s CMC and crisis communications veteran. “While all areas require crisis communications strategies, certain industries are more vulnerable, including healthcare, food, mining, heavy industry, utilities, manufacturing, exploring, and dangerous materials.”
“It is not enough to simply have a static document,” points out Paul. “What is required us a complete methodology with people who are fully aware and trained. To not have such preparation is neglect of a serious kind; the damage caused to organisations in its absence can be extraordinary.”
Crisis communications involves a number of aspects, including the following:
- Understanding what the crisis triggers may be
- Having media communications plans and up-to-date resource materials at all times on the relevant issues/area
- Knowing how to assess and evaluate the crisis, determine the crisis level, how to report it and whom to report it to
- Having the crisis management team in place
- Laying out the steps and processes for the team to follow in the event of something going wrong
- Allocating roles assignments; developing messages; approving and releasing messages; monitoring and providing feedback
“These are just a few of the factors. There is an established seven-point plan for managing a crisis,” explains Paul. “For each step, the team needs to be fully trained. If something goes wrong, people need to know exactly what they’re supposed to do.”
There is a gap between theory and reality though. While most organisations acknowledge the need for a crisis communications strategy, they may not have a trained team and an up-to-date plan in place – one that evolves in relation to new technologies’ applications and implications.
It is essential for companies to have the mindset that it is their responsibility and is in their best interest to have a ready-to-go crisis communications management programme. “A dormant plan and a complacent attitude present the ingredients of a crisis. In this aspect, we at Baird’s CMC have been of demonstrable assistance to many organisations,” says Paul. “We have helped to prevent crises as well as ensure that companies were in a much better position to deal with an adverse event when it occurred.”