A 12-point Crisis Communications Checklist
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Organizations reacting to a crisis have the choice of suffering from chaos or controlling their destiny through contingency planning. When reputations are on the line, create a crisis communications checklist to minimize uncertainty and anarchy. Planning and preparing ahead buys time.
Businesses and organizations may sit back in great comfort knowing there is no crisis on the horizon. Communicators would be wise to act as if one is around the corner, even though the specific threat is unknown. A great deal of advance work on tactics may be achieved before incidents occur, helping to get a quicker start when action is required.
Create a contingency plan by looking at scenarios of possible threats, such as labor issues, personnel matters, product or service quality issues, financial bumps, executive leadership changes or natural and human-caused emergencies. Under these scenarios the key messages may not be obvious, but key preparations may be made. Ask the following:
1. Lists: Are stakeholder mailing lists and e-mail database(s) for media, key clients and opinion leaders up-to-date?
2. Priority audiences: Who gets contacted first, and by whom?
3. Oversight: If the business is publicly traded and regulated by Federal Trade Commission disclosure laws, what is the best plan?
4. Spokesperson: Who is the designated spokesperson and has he or she been trained in message management?
5. Employees: What is the internal communications plan?
6. Triggers: What milestones trigger action and public disclosure, such as a lawsuit, a formal application with a regulatory agency, notice of an agenda item for a public agency or an issue reaching its tipping point in the media or blogosphere?
7. Business continuation: In the event the place of business or home office is shut down due to an emergency, what is the business-continuation plan? Do people know their roles and where to meet?
8. Boilerplate: The crisis event actually may be an opportunity to reacquaint key audiences with the values and mission of the organization. What boilerplate statements can be developed in advance and easily inserted into event-specific communications when they are needed later?
With many of the tasks completed in advance and questions answered, there may be more time as the crisis unfolds for creating fact sheets, news releases, talking points and briefing third parties who might speak in support of the organization. Consider these additional tips once greater details are known about the crisis:
9. Never "no comment." Always say something, even though comments about the specifics of a situation can't be stated, such as in the case with many lawsuits. A speaker can describe a general policy process, for example, if there is an internal review or complaint by an employee. See the moment as an opportunity to demonstrate concern and sincerity.
10. Sensitive language: Be respectful of all parties that may be in conflict. Hard-edged words make resolution more difficult.
11. Message management: Under the scenario, what is the best way to make an announcement? It's a judgment call, but one-on-one media interviews may be best rather than a news conference.
12. Monitor and respond: Monitor comments in the media, on Web sites and on blogs and respond quickly, engaging in communication with key audiences.
A key to success is remembering to manage for the organization's long-term reputation and not solely for short-term positioning and gain. Crisis communications tactics are more effective when considered as part of a larger reputation management plan, which is a top to bottom assessment of a business's or group's values, strengths, weaknesses, opportunities and branding.
See a one-minute video of how the National Park Service was prepared when Fort Clatsop burned.
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