The Conference Board uses cookies to improve our website, enhance your experience, and deliver relevant messages and offers about our products. Detailed information on the use of cookies on this site is provided in our cookie policy. For more information on how The Conference Board collects and uses personal data, please visit our privacy policy. By continuing to use this Site or by clicking "OK", you consent to the use of cookies. 

26 Nov. 2019 | Comments (0)

Face it: the odds are quite good that there is an organizational crisis in your future. How do you manage and survive such a crisis? Start with these four basic and indispensable tips:

A. Define your tipping point

Understand what an emerging crisis looks like for your brand. In these times, if you are in business and have access to the internet, chances are good that you’ve had at least one negative tweet or bad review. And while the first one may seem like an emerging crisis, it probably isn’t.

Review your data to determine your “normal” (e.g., daily or weekly average) level of criticism, undesirable posts, and negative sentiment. If you’ve already been through a crisis or two, take note of how quickly early situations escalated. If you’re a crisis virgin, then look at a competitor or a peer organization. If you have a social listening or media monitoring system set up, chances are it will automatically alert you when you exceed those “normal” levels. If you’re doing your monitoring manually, keep track of the number and frequency of negative stories or comments. When they exceed your baseline, it might be time to dust off your crisis plan.

B. Have a crisis plan. Rehearse and update it every six months

If you just thought to yourself “What crisis communications plan?” then drop everything and write one. There are lots of great examples out there. What is key is that you know whom to contact, and what your information chain is.

Your plan and the chain of command and communications will likely vary depending on whether you are the victim in the crisis (e.g., a natural disaster or workplace shooting) vs. whether the crisis is self-inflicted (e.g., human error, scansis, or management misconduct).

Once your plan is in place, don’t let it collect dust. Conduct crisis drills once every six months and update the names and roles as needed.

C. Monitor everything

It is no longer sufficient to monitor mainstream media and a handful of social media platforms. Rumors—false or otherwise—can start anywhere, so make sure you are monitoring sites like NextDoor, GlassDoor, Reddit, Yelp, etc. Pay particular attention to local platforms and media outlets. That’s probably where your employees are getting information, and also possibly disseminating it.

D. Don’t let your organization be dumb

Use your position to advocate for smarter behavior. Push your organization to be more transparent and demonstrate trustworthiness. In an era where everyone is skeptical of institutions, chances are your words won’t be believed. Which is why you need to rely on action to get your messages across, not just a video or a press release.

This piece was originally published by Paine Publishing.

  • About the Author:Katie Paine

    Katie Paine

    Katie Delahaye Paine is founder and CEO of Paine Publishing, LLC and Publisher of The Measurement Advisor, a newsletter devoted entirely to measurement topics. She has spent the last two decades helpi…

    Full Bio | More from Katie Paine

     

0 Comment Comment Policy

Please Sign In to post a comment.

    Subscribe to the Marketing & Communications Blog
    SUBSCRIBE HERE
    Support Our Work

    Support our nonpartisan, nonprofit research and insights which help leaders address societal challenges.

    Donate

    OTHER RELATED CONTENT

    RESEARCH & INSIGHTS

    WEBCASTS

    CONFERENCES & EVENTS

    Performance Management Conference

    Performance Management Conference

    November 17 - December 09, 2020

    COUNCILS

    BLOGS

    PRESS RELEASES & IN THE NEWS