We hear about communication crises every day. For a company, a government agency, or celebrity, attacks can come from many different directions, such as the media, activists, the government, a political opponent, class action lawyers, shareholders, employees, fans, or the web. Whether it is well founded or otherwise, an accusation can easily turn into a scandal, which can cause consumers (or fans) to jump ship.
A company under attack is no longer a company, but instead becomes a group of panicked individuals, each seeking cover or protection. When this happens, the company often turns to spin-doctors, who use questionable methods, and hide behind irrational aphorisms, theories, and practices that do not actually reflect the reality of the situation.
The most important person in a crisis is the crisis manager, whose job it is to ‘chase away', or silence, the bad press caused by the attack. They do this by telling the real bad news, without sugar coating it, or inventing excuses, and refrain from hastily withdrawing products that are otherwise safe and fully functional.
The goal of effective crisis management is redemption. If the company has done something wrong, it must confess, but if the company has been accused of something it has not done, the crisis manager has to build a defence.
When a company is in crisis, the CEO must be present at all times, because this is the only person who has the right connections, and who can make decisions, but very few other people should be involved in the crisis. It is important to remember that an effective crisis manager should never procrastinate, stall, or freeze, in panic; they must do as much as possible, because silence will only confirm the accusations.
Crisis management should become an integral part of every company's protocol, because the risk of coming under attack is ever-present. What's more, crises exist on all levels, and can lead to any part of the business, any initiative , or any narrative, ultimately being brought to trial.
Damage control only works when an attack is handled quietly, and discretion is paramount. However, the company or person under attack must continue to communicate throughout the crisis; the only difference is that this must be done more cautiously.
People who manage to survive crises are typically those who have a strong leader, who have the courage to question positivity gurus who champion apologies and reputation management, those who are flexible, who commit resources to crisis management, who withstand attacks, who take baby steps, who believe in their culture, image and morals, and those who are lucky.
