TIME. In a crisis, you lose the most valuable resource – time. Most of us are able to act appropriately and make reasonably meaningful decisions when there is time to think and weigh things up. But.
In a crisis, there is no time to search for contact information, learn new skills or think about how to manage the situation. You can't buy time, so you must prepare for an emergency situation. You should plan and practice your own crisis activities in advance.
Every crisis is a storm of emotional states. When the state of emergency hits the consciousness, adrenaline rushes into the veins, the heart rate rises, the head becomes a little fuzzy and hands are shaking. If action has not been thought out in advance, the situational picture perceived under the power of emotions, the measures and communication done tend to escalate the crisis instead of mitigating it.
In a crisis, the field of vision becomes narrower than normally. That's why we need ready-made to-do lists that guide thinking and action in the right direction. Instructions reassure us. They free up mental and physical resources for the best possible crisis management.
When the situation is on, then the first question is...
CONFIDENCE. On whose trust do we operate? Each exceptional situation tests a company's values, its operational resilience and the trust of stakeholders. While things are running smoothly, the most important and the most strategic function of communication is to build trust capital for the organization with significant stakeholders.
The best trust capital for any company is a good reputation. People might not even know what the company does, but they still hold it in high regard, which fosters favorable discussions. Messages from a reputable company are received with trust and viewed through a positive lens, contributing to a favorable perception.
In the stock market, a good reputation is reflected in the price. Investors are looking for organizations whose operations and future they trust. In an exceptional situation, the value of trust capital is reflected in the value of the stock and the speed of price fluctuations. If the company is unable to manage the crisis, the stock will dive quickly. The more trust capital and effective crisis management, the better the stock will hold its ground.
If the value rises during a crisis or right after it – it is pure trust capital.
Every organization has its own risks, and it is worth communicating them strategically. In building trust capital, risk communication is becoming an increasingly central means. However, it is important to emphasize that it is not about risk communication strategy on the server side, but about everyday tactical methods and operational know-how in the field.
The value of communication is ultimately measured in its effectiveness. Is risk communication successful if it has never been properly implemented?
LEADERSHIP. An exceptional situation is not managed with the same principles as everyday life. Few companies are crisis companies whose management, operating models and human resources are optimized for handling crisis situations.
Preparation includes agreeing on a leadership model that will be used in a crisis situation – and also practicing to ensure that the model works. Not every leader is a crisis leader. It is merciful to admit it and agree who are the people that make up the crisis management team, i.e. the Gold Team.
In the midst of a crisis, there is no time to make significant changes in power relations. Also, management changes made under pressure are usually not the best. One must be able to manage the crisis on the basis of a constantly developing situational picture, across all units and boundaries of responsibility.
Decisions can be difficult because there is always too little information, and in the fog of a crisis, the consequences of decisions cannot necessarily be seen clearly.
Crisis leadership and communication are key components of crisis management, which has to take into account the past, the present and the future. The ability of the communications team to anticipate future twists and turns and public opinion may be of crucial importance.
When communication does its job well, it becomes a strategic positive force for any situation at any given time. Communications should prepare for crises by taking care of its own expertise, communication tools and operational capabilities in exceptional situations.
Communications has many roles and tasks in crises. Do you know, what your role is?
Prepare for the worst possible scenario and you will sleep soundly at night.
PrivacyRules is an international alliance consisting of lawyers, forensics and information security professionals, and communication professionals. As Chair of the Crisis Communication Program, Christina discusses these themes in a #privascyespresso interview with Andrea Chmielinski Bigazzi, Director of PrivacyRules. You can watch the interview in English here: https://www.linkedin.com/feed/update/urn:li:activity:6922941941080829952?updateEntityUrn=urn%3Ali%3Afs_feedUpdate%3A%28V2%2Curn%3Ali%3Aactivity%3A6922941941080829952%29
If you want to hear more about proactive crisis management, please contact us.
