Are you ready for a crisis?

With Swine Flu (or H1N1) doing the rounds, it seems like the perfect time to start talking about Crisis Comms. What should you do, when should you do it, and how?

While times are good
Ideally you should be part of your organisations crisis response team, which should also include reps from different areas of the business including Security, Facilities, HR, IT, Finance, Legal, Contracts and Senior Leadership.

It is important to keep response plans up to date, and run regular crisis simulations to test the plan and make sure everyone is well-versed in crisis response situations.

Crisis hits
It’s here, it’s worse than anyone could imagine, and everything is happening at a million miles an hour. What do you do? Get out your plan, and follow your comms checklist!

Comms checklist
- Determine the extent of the crisis. Gather as much credible information as you can.
- Identify a single spokesperson or coordinated spokespersons for the organisation.
- Start and maintain a log of actions taken, the times, and parties involved.
- Get contact information to / from emergency response organisations if required.
- Develop a set of messages, ensure all spokespeople are briefed consistently.
- Prepare answers to likely questions.
- Communicate to employees.
- Respond to media queries. Make sure to use media contact logs to record what was said and to whom.
- Coordinate all messages with crisis response team.

During the early hours of a crisis it is important to communicate early and frequently to build trust with stakeholders and make sure they know you are managing the situation.

Don’t assume knowledge. Over communicate if you have to.

Be honest and open, fight the urge to deny or shift blame – this will only prolong the media coverage and story angles. If you are in the wrong, admit it quickly and honestly.

Don’t decline to comment unless you absolutely have to. Silence will be taken as an admission of guilt or perceived as the organisation having something to hide.

Combat rumours, tell your side of the story and show sincere empathy. Don’t just repeat corporate messages of ‘Our priority is the safety of our customers.’ Be open and genuine, for example ‘My heart goes out to those who have been affected by this incident, I can’t begin to imagine what they are feeling and will do everything in my power to resolve it.’

Talking to the media
- Write out a list of likely questions and answers.
- Be honest, open and accurate.
- Do not speculate, discuss matters only within your direct knowledge or area of responsibility.
- Ensure answers support your agreed messages and overarching corporate messages and branding.
- Be polite but firm.
- Do not argue with the journalist.
- Consider everything to be on the record.
- Speak slowly and clearly.
- Be concise, avoid acronyms and jargon.
- Do not use or repeat negative language.
- Do not address matters under litigation.
- Take the high road, don’t talk negatively about the competition.
- Be mindful of confidential matters or products / services that have yet to be announced.
- Use the opportunity to tell your company’s story.