A recent contributed article in a well-regarded public relations trade publication provocatively questioned the merits of crisis communications planning for major organizations, suggesting that only a strong leader and “executive actions that solve operational and business issues will make a measurable difference.” It was also suggested that crisis campaigns be run like political campaigns and that social media should be taboo because “anything you utter orally or digitally can and will be used against you.” Further, true crises, according to the piece, were too unpredictable to allow for realistic, helpful planning. Frankly, in outsized circumstances, such as with the recent Boeing debacle, I don’t consider all of this to be wrong. However …

Most crises involve smaller entities with more limited visibility, i.e., healthcare facilities, schools, law firms, food producers, construction companies, senior care facilities, industry associations, tourist attractions and wineries, to name a few. Though lesser than Boeing-sized crises in generating public interest, these organizations often have more at stake in surviving their crises.

Crisis planning and best practices in communications for these small, mid-size, and even most big businesses are critically important. People who successfully manage these businesses prepare for the predictable: rogue acts by bad actors, accidents, food safety mishaps, worksite injuries, etc. But a good crisis plan is not a template product marketed to the masses. An effective crisis program prepares an organization for likely scenarios with the resources and flows that work for each specific client, based on their business and unique priorities. An evolved, current crisis plan includes real-time social analytics, content promotion, and metrics that are custom developed for an organization’s nuanced approach and shareholder needs. There is nothing “template” about effective crisis planning.

During a crisis, the CEO and executive team depend on the preparation, forethought, insights and analyses of their key team members across disciplines: technical specialists, quality control, sales, operations, regulatory affairs, and communications. The CEO’s priority is to ensure the crisis is managed effectively and resolved with as little damage to the company’s reputation as possible. Much of that happens behind the scenes. During the intensity of a crisis, the company’s core team must be in action mode, focused on handling their individual roles confidently and efficiently. A solid crisis preparedness program allows companies to plan for the worst when they are not in the headlines.

After more than 30 years of helping consumer food and beverage brands, construction and real estate firms, nonprofits, associations, schools, communities and care facilities, I can tell you that organizations must plan for predictable scenarios given the nature of their specific businesses. That preparation will most certainly help them, too, in the event of unpredictable occurrences.

When entities find themselves in trouble, the challenges of social media notwithstanding, it is still important to demonstrate humanity, express words of genuine concern and practice sound public relations principles. Most crises are not handled best as conflicts by political types used to dealing in adversarial posture. Even on the larger stage of world conflict, diplomacy is the first art of practice to which the world turns. Organizations might not be best served by selecting a wartime-style advisor to weather a crisis. Experience proves time and again that turning down the heat works best with calm rhetoric and reasoned, good faith decision-making. It is counter-productive for a brand that has invested years of building equity as a “good (corporate) citizen” with strong values to suddenly show hostility, denial, defensiveness and self-righteousness to its publics. Yes, a brand needs to tell its side of the story, but we all know there is more than one way to articulate a point of view.

There are different solutions to different crises or challenges. It’s true that “crises aren’t orderly affairs in which everyone speaks when it’s their turn and plays by preset rules.” Crisis mode is often chaotic and frustrating. And, as is stated in the story linked above, it is important to identify the adversaries and the allies, but our clients marshal their friends in advance of these occasions.

That process is called planning. In crisis planning, we do not attempt to control but to provide a measure of vaccination against shock and awe and to deter appearances of defensiveness, all of which could only compound the damage.

The public wants to know who they can trust. In matters of crucial human health issues and public safety, people should be confident the issue is fully resolved with the highest degree of care and concern for their communities and families. During a period of extreme volatility and anxiety, it may not be natural for leaders under siege to realize this responsibility. Long term recovery requires a company to do the critical work of evaluating its processes during a period of relative calm and rational thinking.

As a longtime crisis counselor, I proudly uphold the merits of crisis planning for any organization or leader that values integrity and their hard-earned reputation.

For more insights on Fineman PR’s approach to crisis management and crisis planning, visit: https://finemanpr.com/crisis-communications/