Time is not your friend when a crisis hits your company. Failing to act to gain control of the narrative in the initial minutes of a crisis can mean irreparable reputational damage.
Information spreads rapidly and not all of it is accurate or flattering when a crisis develops. We have come to expect that we will know all we need to know about an evolving situation in near real time. We make judgements quickly and so do customers and other key stakeholders. We’ve been wired this way and our crisis response needs to match this reality.
CNN launched the age of 24-hour cable news in 1980, meaning more than 60% of the U.S. population has never lived a day without instant access to television news. But even CNN is slow compared to social media. Posts with videos of news events appear across multiple social platforms often before first responders have arrived on the scene. People have come to accept the raw feed they are watching on their phones as news, no matter the reliability or leanings of the source.
When there’s a crisis, public relations pros are playing from behind. Whether it’s a workplace accident or allegations of regulatory violations, the news breaks before we have a chance to start drafting a written statement. By the time we are able to alert key stakeholders or hold a press briefing many people have already formed an opinion. Communicators need to recognize this fact and train C-Suites that crisis communications must adopt a hurry up offense, two-minute drill philosophy to reduce the damage.
Everything we do, from the plans we write to the technology we deploy, must be fast, fluid and flexible. This includes the people we hire for key roles. Crisis communicators need to be ready to engage with key audiences in 15 minutes or less to close the timing gap that threatens their organizations.
Here are five steps that can help your organization move quickly when a crisis strikes:
Be ready to say something fast. The world expects almost instant access to information. Moreover, people are willing to accept third-party speculation — even if it contains bad or misleading facts — when companies don’t supply information rapidly. How quickly could your company distribute basic information about your organization, its products, people, facilities, history and policies? Having fact sheets and basic information at the ready will help fill space and time when rumors might otherwise take control.
Gather key facts and filter misinformation. You need a crisis team that can gather facts rapidly and provide a clear understanding of what is known, what is believed and what is yet to be determined. Appoint someone to focus on the signal, not the noise. They need to keep track of the facts and be empowered to ask, “How do we know that?” of anyone across the organization. Never speculate about the cause of the crisis. But don’t get trapped waiting to learn every single detail. Talk about what you know, not what you think. The early stage of a crisis is when you establish reliability and build trust.
Compress approval times. When a crisis hits, most companies will include additional people in the review process for statements and press releases. Adding legal counsel and key operations personnel to approvals is important, but you need to dramatically reduce the total amount of time involved. The value of extra people involved in the process comes from their expertise and unique perspectives. They need to appreciate the need for speed when a crisis emerges. Each person in the approval cycle should have a deputy who can act on their behalf to approve materials and keep communications flowing smoothly.
Have a trained team. No team would go into a big game without practice. You have to assemble a crisis team from across key elements of your organization. The members of your crisis response team must have the necessary metabolism and a tendency for action in the face of rapidly evolving circumstances. And you need to bring them together for training and annual drills that stress test your crisis plans, systems and people. The time to find the gaps is before an issue strikes.
Have the right tools. Digital communications changes the way we respond to crises. People consume video and audio content more readily than written statements. Rapidly disseminating a video or sharing a photo can reduce rumors and ease anxiety. Invest in developing social platforms and having the right software that can help you reach key audiences instantaneously. Recognize that AI can be your friend during a crisis.
In a crisis, minutes matter. Speed and skill are essential in regaining control. The sooner you shift from playing catch-up to establishing your organization as the reliable source of information for media, influencers, customers and employees the stronger your reputation will be post crisis.
Rick Lyke, APR, is Executive Vice President with the Mower PR & PA Group, which provides crisis communications and issues management for clients.