GETTING OUT IN FRONT OF IT
If you feel like the environment, in which crises surface, socialize, fester and gain a mob mentality, is increasingly difficult to predict, we understand your concern. Everything has changed. Access to information is abundant. Channels are almost ubiquitous. Speed of distribution … uncontrollable. Public sentiment is polarizing and no brand can afford to lose half of their audience. Our experience tells us that the most effective way to minimize a crisis is to get out in front of it … immediately. How an organization handles a situation in the first 72 hours has enormous impact on public, industry, partner and employee reaction.
SITUATIONS WE’VE MANAGED
- Financial Crisis
- Executive Misrepresentation
- Management Upheaval
- Data Breach
- Law Suits
- Retail Boycotting | Protests
- Retail Homicides | Robbery
- Environmental Disaster
- Health Scares
- Racial Adversity
- Customer Service Backlash
- Child Molestation Claims
- Health Score Fallout
- Management | Employee Misbehavior
- Social Media Miscues
- Safety Record Violations
- Develop and Execute Extensive Crisis Preparedness Plans
- Create and Refine Messaging In Lock Step with Legal
- Create and Manage 24/7 Crisis Hotline for Clients
- Media Train Executives in Nationally Charged Environments
- Manage National Incidents That Affect The Entire Supply Chain
- Facilitate Ground Zero Crisis Scenarios
- Support Employee Communications
- Develop Post-Crisis Reputation Strategies
72 HOUR DRILL
- Crisis Surfaces. From the initial moment of a crisis, we know that at least one person knows.
- Awareness. There are a number of ways to learn about a crisis – external, internal, instigator.
- Leadership. Someone within an organization should already be identified to assume crisis management. If that person does not exist in your organization, identify them now. Then get them prepared.
- Team. Based on the circumstances, put on alert the small team (2-4 people) who should be a part of the crisis management.
- Fact Gathering. Identify the circle of awareness outside the crisis management team. Begin to fact gather.
- Fact Gathering. Dig deeper on fact gathering without alerting new audiences. Six simple questions — Who, What, When, Where, How and Why?
- Self-Monitoring. Crisis team must begin to track news and social activity without alerting any additional resources.
- Team Touchbase. Crisis team regroups to assess critical next steps based on early fact gathering.
- Key Decisions. Decide when to elevate it to management. Determine if outside crisis counsel is warranted.
- Fact Gathering. Continue fact gathering as most crises have history, precedence or a lack of full disclosure.
- Self-Monitoring. Keep a confidential summary Dropbox password protected file/folder of what you find.
- Expanded Community. Alert CEO or comparable management. Keep the community small.
- Outside Counsel. Move forward with decision to bring in outside counsel.
- Fact Gathering and Self-Monitoring. Continue on both fronts.
- Internal Assessment. Crisis team must gut check internal rumblings to assess if there is any leak.
- Team Touchbase. Crisis team leadership meets with outside counsel.
- Outside Counsel. While it’s a quick turnaround, expect insight and recommendations within 12 hours.
- Outside Monitoring. Outside counsel takes over media and social media monitoring.
- Interviewing. Key people involved must be interviewed. This process could extend the entire effort.
- Statements. Several statements must be prepared – media, employee, key constituents and Q&A.
- Rehearsal. Key spokesperson must review and rehearse statements and Q&A.
- Team Touchbase. Decide best mediums to communicate, assuming you decide to communicate at all.
- Actions. Some crises can be addressed and managed without an external release of information.
- Ongoing Monitoring. It’s best to remain on alert for a week or so following an incident.
- Policy Change. Determine if the incident could have been avoided or if the organization, better prepared.