The 3 Timelines in a Crisis
1--Before a crisis --
Plan for wide variety of scenarios, identify your crisis
communications team, develop a plan, rehearse that plan and
fine-tune that plan.
2--During a crisis -- Act to take care of people first, speak with
one voice, stay on messages, stay engaged with media and other
audiences throughout crisis (with continuous updates) and use all
technology available to communicate.
3--After the crisis -- Build goodwill in community, announce new policies and procedures, offer new incentives to bring back lost customers, regain lost credibility and trust, and tell your "comeback" story.
Are
You Prepared For A Crisis?
The tragic events of
the California wildfires, Virginia Tech shootings, Hurricane
Katrina, and 9-11 were wake-up calls to companies and other
institutions that a crisis often shows no warning signs.
Less sudden crises,
such as the subprime mortgage fiasco in 2007, resulted in the
dismissal of two CEOs from major financial institutions long known
as industry leaders; other companies tied to the credit business
either went out of business or saw their stock prices plummet.
In August 2007, the
Utah mine disaster was a lesson for CEOs everywhere about the
importance of communicating with sensitivity and effectiveness in a
crisis.
Finally, in late
2006, the Department of Homeland Security reported that most local
governments are still ill prepared to communicate effectively during
a crisis.
Unfortunately, many
organizations think a crisis won't happen to them -- and then they
are woefully unprepared to effectively deal with such a fast-moving
situation.
At some point in the life of a company or organization, a crisis will occur. Examples include:
-
A fire, explosion, accident, security breach, or violent crime on or near company property (See Utah mine disaster, August 2007)
-
A shooting that results in deaths and injuries
-
A plane crash
-
Natural disasters (see Hurricanes Rita and Katrina)
-
The outbreak of a deadly virus, such as the Avian flu
-
A government agency decision that penalizes a company for alleged bad behavior
-
Health crisis stemming from tainted food
-
The launching of an investigation/interrogation of a company by regulatory officials, politicians or prosecutors (see Hewlett Packard and Blackstone)
-
The indictment or arrest of an executive or employee
-
Allegations of sexual harassment or age/race/gender discrimination made public n the media and/or court documents (see Cablevision/NY Knicks)
-
A negative news story or advertisement that questions an organization's products, integrity, policies, services, or systems
-
A public hearing at which an organization is criticized by government officials and citizens (see Con Edison, 2006)
-
Product recalls (see spinach industry, 2006, and Mattel, 2007)
-
Negative news about a company's financial situation
-
Defections or abrupt resignations of key executives or employees
-
Store/factory/office closings involving extensive loss of jobs (see Chrysler, 2007)
-
Labor strife and strikes
-
Reorganizations
-
Organized boycotts or protests against an organization
-
Theft or loss of company/customer data or vital communications systems, and
-
Court decisions and jury verdicts directly impacting the organization and/or its industry.
All these situations,
if not handled properly, can result in the loss of credibility and
the demise of a hard earned reputation.
At Riverside Public
Relations LLC, we work closely with senior management before, during
and after a crisis. And we are available 24/7. For more information,
please call us 888-257-7436.
Our Commitment To Our Clients
Riverside Public Relations LLC pledges to adhere to the highest
ethical standards and understands the importance of confidentiality
when dealing with sensitive issues.
________________________________________________________