|
|
Monday, May 10, 2004
|
|
VOLUME 1
ISSUE 11
|
|
|
|
|  |
|
|
Companies Need to Have Crisis Plan in Ready Mode
by Mary Schnack
Whether you are part of a large corporation or a small family business, no one is exempt from a crisis. Crises appear in the news all the time and small businesses are often the victim. They may face business loss due to arson, product tampering, someone getting hurt on your premises, or a sexual harassment lawsuit. However, crises are not always “negative” – an employee that wins the lottery may create enough media attention that you need to activate your crisis communications plan!
If something were to happen at your place of business, would you be prepared? It’s too late to develop a crisis communications plan once the crisis hits. You need to have a plan in place with professionals who have “on call” know-how to communicate both internally and to the media, know who the “quarterback” is going to be to get your through this stressful time, and what message you will want to transmit.
Tips:
1) Appoint a crisis communications “team” and develop a crisis communications plan. Communicate it to all appropriate parties. A crisis communications plan needs to have systems developed to disseminate information quickly and efficiently, internally and externally, before and after a crisis strikes.
2) Proactive media and community relations programs should be part of your comprehensive disaster plan. Having an on-going public and community relations program with pre-existing, positive relationships with the media and your community will help minimize the impact of many crises.
3) Don’t forget to communicate to your internal audience during a crisis. Internally, you need to “over communicate” to strengthen your internal team and for rumor control. Do not let them hear about your crisis for the first time from the news. Providing no information leaves a vacuum, which is quickly filled with speculation – usually erroneous. Make sure you continue to communicate with your internal audiences as the crisis unfolds and gets resolved.
4) Your “internal” audience is not just your employees, but your investors/shareholders, clients, community contacts and colleagues. After the 9-11 tragedy, we recommended that clients post messages of concern on their website, send out a “how we are doing” message to shareholders and customers and let the public, in general, know that they care and the business was still in operation.
5) Be honest about what's going on. You do not have to reveal information that is confidential, but provide as much information as you can and tell the truth!
6) Simple media training in advance is not only a good precautionary step, but can also be fun! Choose appropriate spokespeople - your Chairman of the Board, President, and other company leaders. During times of crisis, it is important that your audiences, internal and external, hear from the top. Do not let people who have not been designated as spokespeople speak to the media.
7) Develop message points that communicate the essence of your business, your concern, and your responsive actions. If you do not have a communications professional on staff or outside contract, run your messages by a trusted, objective outsider - one of your advisors (lawyer, accountant, etc.), a business colleague or a current or former client with whom you have a particularly close relationship.
8) Small businesses may have limited budgets for distribution of information. Use inexpensive ways to get your messages out: e-mail, posting on web site, messages on voice mail – or the tried and true touch of personally calling people. Have a phone tree established in advance of all the calls that will need to be made during a crisis so your audiences are informed. The key to the entire concept is to have the plan in advance. Don’t let a crisis turn into a disaster.
Mary Schnack, owner of Mary Schnack Media Services, Inc., is a public relations consultant and crisis communications expert. She has helped small businesses, associations and corporations with a variety of crises. Crises she has worked include the Waco cult crisis, the Los Angeles Civil Unrest, Rwanda Civil War, Kosovo refugee camps, AIDS research, corporate firings of executives, loss of business due to arson and businesses being sued.
[PRINTER FRIENDLY VERSION]
|
|
| |
|
|
Mary Schnack
|
|
|
LETTERS
|
|
There are no letters for this article. To post your own letter, click Post Letter.
|
|
[POST LETTER]
|
|
|
|
Copyright © 2004 WorldWIT, Inc.. All rights reserved.
Thinking Aloud is the weekly newsletter from WorldWIT, the global email discussion network for women in business and technology. Thirty thousand accomplished and resourceful women share business, technical, career, financial and 'life' advice on connected local email discussion groups like AustinWIT, BangaloreWIT and VancouverWIT. Join a free, friendly, moderated WorldWIT discussion group in your area at http://www.worldwit.org Write to us at info@worldwit.org
WorldWIT uses IMN to create and publish Thinking Aloud. Go to http://worldwit.imakenews.com/worldwit_page.asp to see sample newsletters, templates, and sign up now for your free 30 day trial.
|
PASS THIS ON TO A FRIEND
|
|
| |
