Crisis Communication: Action vs Avoidance
Action
Reporters and editors don’t take “No” for an answer, nor should they when an issue impacts the community. They are trained to get the story.
Many issues could land an organization on the front page — alleged financial fraud, environmental harm, accidents, consumer lawsuit, misconduct or negligence, illness or even embarrassment.
Communicating throughout an organizational crisis is not a science, but an art, in which experience and understanding help bring about more positive outcomes. The variables in each situation make flexibility critical and may demand the leader’s complete focus. He or she bears the inherent responsibility to anticipate and plan for crises, even when it’s probable the crisis that hits will bear little resemblance to the ones for which the organization has prepared.
Planning involves thinking through the potential vulnerabilities for the organization, as well as assessing leadership response time. In times of crisis, when the organization’s reputation is on the line, the public and the media expect to hear from the top person.
A crisis plan includes more than simply identifying and training the organization’s spokesperson. It is akin to an emergency response drill. The pressure, stress and shock of a media crisis make clear thinking difficult and allow little time to present a credible response. Television cameras arrive with little warning and are not easily turned away. Print reporters are relentless when they smell scandal or cover-ups. With no preparation, those on the firing line can easily and inadvertently make unfortunate statements.
Although on-camera training is a must for every executive with spokesperson-level authority, responding to the media is just one piece of a crisis communication strategy. The long term reputation of the organization will survive, be tarnished or be demolished not only based on what the media reports, but through perceptions drawn from other credible sources.
Avoidance
Attempting to avoid news reporters is not an option AFTER news breaks. Lack of communication only serves to reinforce the public’s and media’s belief in the allegations, no matter how far-fetched. An implausible story suddenly takes on considerable credence when the organization refuses to comment.
The only time to avoid a media crisis is before there’s ever a hint of one. Figure out what issues or actions could cause your organization to make headlines and take steps now to prepare and prevent. Make necessary changes in areas of vulnerability. Verify assumptions regarding product integrity, community concerns, employee conduct, etc. and make corrections. Bring in an outside expert to help identify and prepare for the worst case scenarios.
Which will you go to great lengths to avoid? The media? Or the negative publicity? Now’s the time to decide.