We have analysed four of the top corporate crisis case studies of 2019 and delved into the behaviours of those that were leading the organisation through the crisis. Here are the three key things you should consider when planning your response to a corporate crisis.
When a crisis hits, how a leader acts, responds and behaves can often determine the outcome. The first few hours after a crisis or event can be chaotic. It’s a time of high uncertainty and the response rate from your organisation’s leader can either help minimise damage or hinder your crisis recovery.
In the first of our crisis management blog series, we discuss leaders during crisis and the importance of response time when crisis hits.
When responding to crisis, the three key things to focus on are:
Responding quickly and effectively enables your organisation to control the narrative around the incident. Having a strong communications team will ensure the key messages are appropriately communicated to your stakeholders in a simple and effective way. If there’s lack of clarity with the messaging, your organisation may come across as being purposefully confusing in order to hide information. So be sure to be succinct with your communications and message.
Leaders of an organisation face unique challenges and during a crisis they require presenting their point of view to stakeholders quickly and accurately.
In the instance of a high profile crisis, there are more potential opportunities for the leader or the spokespersons of your organisation to be present in the media. If this occurs, the spokesperson should ensure they are confident with their messaging and it’s consistent for the duration of the crisis. Their body language should also reflect this.
Convey a pleasant, calming and confident demeanour when communicating with stakeholders. This will show empathy, and portray a genuine drive to resolve the issue. If there is nervous energy or lack of eye contact in a media conference or interview it gives a sense of deception and lacks authenticity. Being fast with your response during a crisis can have a large impact on the outcome.
The first 12 hours of an incident are crucial for response time. Today, these hours are driven by social channels, where conversations are being had with inaccurate information and the wrong narrative being told. This is why a social-centric incident response plan is extremely important when crisis hits otherwise this could be used as an opportunity to attack your organisation.
Accuracy during a crisis is important. People want accurate information about the incident and how it may affect them. Due to the time pressure a crisis presents, there is risk of inaccurate information. This could lead to your organisation to be seen as inconsistent. Having nominated spokespersons speak one message for the crisis is a way to maintain accuracy.
Broadcasting a consistent message is instrumental to delivering the right story. Communicating a consistent message begins with separating what is true from what is false or speculated. Sharing the message internally, ensures members of your organisations can repeat the same message externally if required.
We see all too often in times of crisis, high profile leaders not being present when they should be and their response time having great impact on the outcome.
In our latest Leadership Index: Leading through Crisis, we explore four high profile leaders and their response time to various crises. Across these scenarios, there are varying response times and the outcomes of these instances are directly related.
Very often, the unpredictable nature of crises means leaders have no time to prepare. It’s very much a do or be destroyed situation and the way a leader responds, behaves and acts during a crisis will establish their credentials as a good leader or a poor one.
If you would like to learn more about these case studies or how we can assist with crisis management download a copy of our 3rd edition Leadership Index: Leading through Crisis.
Marketing Specialist – Lead Gen at Isentia
Louise is an experienced content marketing professional who translates Isentia’s marketing strategy into impactful and effective marketing campaigns across multiple channels. As the Lead Gen Marketing Specialist for Isentia, Louise enjoys creating informative and engaging content for media and communications professionals.
The effects of the COVID-19 pandemic are being felt far and wide. During these times of crises, choosing the right brand messaging and behaviour plus executing it at the right time can instil greater meaning to your brand and strengthen customer relationships.
Unfortunate events occur throughout the life of an organisation and in our ever-changing environment, no two crises are the same. This makes effective crisis management a more dynamic and demanding process than many organisations expect.
In this crisis management blog series we have looked at different leadership profiles based on their media coverage. From disruptive leaders that charge ahead and promote themselves along with their brand, to corporate leaders who are hesitant to build this kind of profile and instead promote a company wide view.
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