Advice From The Trenches

12 Steps to Communicating Through A Crisis
From the desk of Becky Powell-Schwartz, President & CEO

What separates crisis survivors from “death by crisis“ is consistent communication, messaging and “walking the talk“. Unfortunately, it’s the threat of the media getting involved that prompts many companies to get organized quickly if they don’t have a plan.

While each situation is a bit different, there are common, basic steps to be considered in reacting to a crisis:

Compile a list of key audiences that need communication directly from your organization. Think broadly - media (trade, local, regional and/or national), customers, labor unions, employees, suppliers, stockholders, community organizations that the company supports, industry trade associations, governmental leaders/organizations, distributors, etc.
Create a maximum of two to three key messages.
Develop a list of questions that could be asked, including questions that are difficult to answer.
Compile a complete Q&A document that incorporates the key messages with the anticipated answers.
Determine the best spokesperson for the level of crisis. The CEO is not always the best choice.
Monitor the Web - industry blogs, financial chat groups, YouTube - any site that you know will have activity about your company or brand should be closely watched.
Determine whether you will be proactive or reactionary. You have more control of your message in the offense mode.
Always start “at home“ with your employees. They are your most valued brand ambassadors.
Walk the talk. A company must do what they say it is going to do. No press release or speech means anything unless a company delivers on its message. Window-dressing only undermines a company’s good intentions and assuredly will backfire.
Take responsibility. Transparency is a part of today’s environment and trying to hide or “spin“ a message can undermine the brand integrity. Broken trust takes time and extraordinary investments to regain.
Timing of communication is critical; communicate quickly and clearly when at all possible.
De-brief on key learnings and make short and long-term recommendations.