{"id":88,"date":"2012-08-25T19:47:00","date_gmt":"2012-08-25T19:47:00","guid":{"rendered":"http:\/\/lucilleossai.com\/Blog\/index.php\/2012\/08\/25\/components-of-a-communications-strategy-the-crisis-mode-plan\/"},"modified":"2022-10-18T15:24:27","modified_gmt":"2022-10-18T14:24:27","slug":"components-of-a-communications-strategy-the-crisis-mode-plan","status":"publish","type":"post","link":"https:\/\/lucilleossai.com\/blog\/2012\/08\/25\/components-of-a-communications-strategy-the-crisis-mode-plan\/","title":{"rendered":"Components Of A Communications Strategy – The “Crisis-Mode Plan”"},"content":{"rendered":"\n
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6) The \u201cCrisis-Mode Plan\u201d<\/strong><\/h2>\n\n\n\n
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This refers to the contingency plan \u2013 for instance, the steps\/alternative routes to be undertaken \u2013 in the event of unforeseen circumstances which sabotage or negatively impact \u2018the desired good\u2019. This component also covers crisis-prevention plans, \u2018Plan B\u2019 options, complete crisis-management systems, environmental and disaster recovery strategies (where applicable), and damage-control actions.<\/p>\n\n\n\n

This is the final component to consider in an effective communications strategy and quite frankly, the most important piece of the puzzle. This is because we live in an ever-changing world, often functioning with incomplete information, and often required to produce results in circumstances beyond our control. We are also sometimes placed in situations whereby we lack the expertise or experience. It is little wonder thus, that even with the best of intentions, detailed planning and careful observations, we sometimes fail in our endeavours.<\/p>\n\n\n\n

Failure appears to be one of the few constants around the globe \u2013 systems fail, economies fail, political models fail, projects fail and people fail.  However, it is sometimes in the midst of failures that our greatest achievements are recorded. Indeed history books reveal numerous inspirational accounts, born from \u2018failures\u2019, some of which were of:<\/p>\n\n\n\n

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I) Prolific inventor, Thomas Edison, who, building on the contributions of others, was believed to have made 1,000 unsuccessful attempts at (refining) the light bulb before succeeding in developing a practical incandescent light bulb, as well as an entire lighting system which made the incandescent light safe and economical.<\/p>\n\n\n\n

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II) Winston Churchill, who was renowned for his leadership of Great Britain during World War II, who generally had a poor academic record in school<\/a>. He was defeated in elections for public office before he became Prime Minister in 1940 (at 66), and even before his second term as Prime Minster in 1951.<\/p>\n\n\n\n

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III) Albert Einstein, who was the most-acclaimed scientist of the twentieth century. He however did not speak until he was three years old and was considered \u2018lazy\u2019, from elementary school through college, by his teachers and professors, many of whom thought that he would amount to nothing. He however went on to become a mathematical genius<\/a>, developed the Theory of Relativity and was known as the \u2018father of modern physics’. <\/p>\n\n\n\n

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These people persisted in their endeavours, were driven by relentless determination and became successful by asking the \u2018what-if\u2019 question.<\/p>\n\n\n\n

In the organisational context, this \u2018what-if\u2019 question gives rise to the \u2018what-if-something-goes-wrong\u2019 issue which is essentially what this component entails.<\/p>\n\n\n\n

Unfortunately, most organisations today do not have an established crisis-management plan. It is not until a crisis breaks that public relations and communications professionals are hastily summoned to \u2018contain\u2019 the situation. In such circumstances, these professionals are often under extreme stress, are expected to work miracles, and depending on the \u2018sensitivity\u2019 of the scandal, may work without full disclosure of the facts. Moreover, because there had not been a \u2018workable\u2019 model for managing crises, some professionals struggle with the transparency versus confidentiality dilemma \u2013 what should be disclosed (or admitted), and what should be kept confidential \u2013 is often a fine balance, which few master effectively.<\/p>\n\n\n\n

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Revelations from The Rising CCO IV<\/strong> of 2012<\/strong><\/h2>\n\n\n\n
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According to The Rising CCO IV report<\/a> of June 2012, conducted by the global executive search firm, Spencer Stuart and global public relations firm, Weber Shandwick; nearly two-thirds, (65%),  of global chief communications officers stated that crisis-management experience was a prerequisite for success and that improvement in corporate reputation was their highest priority. Crises were believed to bring along significant costs to the organisation that deals with them. It was reported that most CEOs, (74%), spent time on the resolution, approximately taking fifteen months to \u201cget past the problem\u201d. Moreover, such crises tended to beget a host of other issues such as more media scrutiny, (60%), more governmental scrutiny, (51%),  and reduced employee morale, (42 %). <\/p>\n\n\n\n

Taking into account the negative impacts of crises on corporate reputation, translating to reduced confidence in the brand (and by extension, a fall in the share price), as well as the possibility of reduced motivation at the workplace, I believe that a crisis-management system should be an integral part of the business strategy of any organisation.<\/p>\n\n\n\n

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Suggestions for effective crisis-management systems<\/strong><\/h2>\n\n\n\n
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Discussions on LinkedIn have highlighted useful suggestions for crisis management by professionals in the field, two of which are:<\/p>\n\n\n\n

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1) Smart companies plan and set up crisis-management systems before <\/em>the crisis breaks. They also regularly conduct simulation exercises.<\/p>\n\n\n\n


2) Smart companies identify and utilise internal and external resources; they have multiple spokespersons and are flexible in deploying their systems1<\/sup> .<\/p>\n\n\n\n

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Let us examine each of these suggestions in detail.<\/p>\n\n\n\n

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Establishing a crisis-management system before a crisis<\/strong><\/h3>\n\n\n\n
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In view of the different revelations from surveys listed above and given the possibility of risks when embarking on new projects, launching complex initiatives which gulp millions of dollars, or operating in difficult terrains, having a contingency plan is crucial to the operational success of a company. And this \u2018Plan B\u2019 must<\/em> be conceptualised and tested in periods of \u2018calm\u2019.<\/p>\n\n\n\n

As Skip King,  President of Reputation Strategies1<\/sup> has affirmed, good crisis management is very difficult to achieve under pressure, particularly when one has an emotional stake in the outcome. Indeed the contingency plan should already have been established and tested. This is crucial before \u2018all hell breaks loose\u2019.<\/p>\n\n\n\n

For example, a telecommunications company, Firm T, new to the market as a mobile operator, has identified an area in the suburbs as being the most profitable for its services.<\/p>\n\n\n\n

It is aware of the presence of its competitors in the area who enjoy certain privileges for being the \u2018first entrants\u2019 in the region. These include the interest and curiosity of potential customers, support from regulatory authorities (given the transfer of technology to the area), and the goodwill of the community (given the possibility of job creation etc.). Despite being recognised as having certain advantages over its competitors, such as being a smaller company with an exemplary customer service unit and a history of rapid response to technical-related issues, Firm T sometimes experiences a series of challenges. The most significant is poor network quality which could be caused by numerous factors \u2013 including congestion and poor equipment maintenance \u2013 all of which lead to \u2018dropped\u2019 calls. Due to a real threat of a frozen system or worse, Firm T swings into action.<\/p>\n\n\n\n

So as not to be unexpectedly \u2018grounded\u2019 in its operations, it sets up a crisis-management system comprising the actions to undertake when there is a sudden disruption to its services, as well as specific communications for the different stakeholder groups. It conducts spot-checks every week and ensures  that over time, its \u2018back-up\u2019 infrastructure, such as switches and base transceivers stations,  are new and regularly serviced\/monitored by skilled technicians, despite the significant financial implications.<\/p>\n\n\n\n

The mobile operator also communicates to its customers that it would routinely conduct drills whereby it shuts down its operations at a specific period, (preferably during off-peak hours). With this move, it seeks to imitate a system failure so as to develop actions which would mitigate the negative effects of the crisis in the event of a system collapse.<\/p>\n\n\n\n

While this crisis-management system may seem extreme, it does prepare Firm T for a sudden crisis, by considerably reducing its reaction time and allowing it to act \u2018with a clear head\u2019. This is possible as it can take advantage of its small company size, its sound infrastructure, updated technology and the presence of experienced professionals. This option becomes useful when other factors not initially envisioned, become associated with the crisis.<\/p>\n\n\n\n

By contrast, its competitors, without such a contingency plan, may suffer dire consequences due to their larger systems, uncoordinated actions and absence of functional backup infrastructure – all leading to a prolonged interruption in their mobile services. When it becomes evident that their mobile services would not be restored in a timely manner, impatient customers, driven by the need to stay connected, would quickly migrate to other networks, such as Firm T\u2019s. This development would lead to the loss of significant revenue for the competitors, as well as reduced confidence in their brands, thereby negatively impacting their market share.<\/p>\n\n\n\n

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Identifying and using internal and external resources and having multiple spokespersons<\/strong><\/h3>\n\n\n\n
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It is one thing to have the functional \u2018back-up\u2019 equipment\/infrastructure oiled and upgraded to be utilised when needed, and quite another to ensure that resources, human and technological, are co-ordinated for effective deployment.<\/p>\n\n\n\n

An idea that has been suggested by Dr Tony Jacques, an international authority on issue and crisis management, is the establishment of a cross-functional \u2018Crisis-Management Team\u2019, (CMT), which should consist of people with authority to make decisions and people with expert knowledge.<\/p>\n\n\n\n

While I agree that companies should set up the CMT and that it should be given the mandate to make decisions, I however differ in my approach to its professional makeup. <\/p>\n\n\n\n

I consider it more crucial that the CMT consists of professionals from the technical, legal, PR and communications divisions. The CMT should also identify and utilise when necessary, the company\u2019s internal resources, (the intranet, software and hardware capabilities etc.) and external options, (social media platforms, the media, other experts\/consultants in the field etc.), to ensure seamless execution of the company\u2019s crisis-management system.<\/p>\n\n\n\n

Skip King has also advised that there should be multiple spokespersons in the event that the key spokesperson is unavailable when the crisis breaks1<\/sup>.<\/p>\n\n\n\n

I agree.<\/p>\n\n\n\n

I believe that these \u2018backup\u2019 spokespersons should be trained, should be knowledgeable about the company\u2019s operations and should be members of the CMT. Flexibility with the way the entire crisis-management system is handled, so as to be easily adaptable to unfolding patterns, has also been deemed crucial by professionals.<\/p>\n\n\n\n

The \u201cCrisis-Mode Plan\u201d is the most significant component in the Communications Strategy, without which, many organisations go bankrupt, socially and financially. As could be seen around the globe, crises, scandals and disasters wreak havoc on the bottom line of any organisation. With proper planning, however, negative effects could be greatly mitigated and the damage \u2018contained\u2019, while lasting solutions are sought.<\/p>\n\n\n\n

Another point to note is that crisis-prevention efforts should also be explored and where practical, adopted. Indeed the warning: \u201cit is better to be safe than sorry\u201d, takes on an almost \u2018prophetic\u2019 notion in this era of uncertainty.<\/p>\n\n\n\n

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Conclusion<\/strong><\/h2>\n\n\n\n
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You may recall that in this post of March 2012<\/a>, I loosely defined a communications strategy as a standardised system of information flow easily disseminated to relevant stakeholders. I also stated that an effective communications strategy should comprise six components \u2013 the \u201cWhat\u201d;  the \u201cWhy\u201d;  the \u201cWho\u201d;  the \u201cHow\u201d;  the \u201cWhen\/How Long\u201d; and the \u201cCrisis-Mode Plan\u201d.<\/p>\n\n\n\n

In the weeks which followed, I explored how all six individual components, (the last of which is this post: the \u201cCrisis-Mode Plan\u201d)  \u2013 each one fluidly leading to the next \u2013 have given credibility to this concept, leading to favourable outcomes in the organisation when successfully implemented.<\/p>\n\n\n\n

As I had suggested in the past, communications strategies could also be employed in entertainment and political circles or in other fields whereby good perception maintenance is crucial for long-term relevance in the industry. (You are only as good as you are perceived). They are also useful in situations whereby reputation management is vital for the competitive edge.<\/p>\n\n\n\n

I encourage researchers to test this concept via various methodologies as I am certain that empirical proof would highlight interesting aspects for future debates.<\/p>\n\n\n\n

In the meantime, however, due to its links to various organisational constructs in the behavioural science field, I believe that my communications strategy would be useful to leaders in particular. It could be developed as a practical model and easily customised for their different realities.<\/p>\n\n\n\n

Despite what cynics might call a \u2018lofty\u2019 dream, this is my hope: that my communications strategy would be adopted by organisations around the globe, both profit and non-profit organisations, in order to maximise organisational effectiveness and to promote healthier stakeholder relationships.<\/p>\n\n\n\n

And I would continue to sing about the (practical) benefits of business communications to organisational effectiveness.<\/p>\n\n\n\n

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Like what you have read?
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Be social \u2013 please share this article on all your favourite social media platforms by using the different buttons listed below. Many thanks!

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\u2014\u2014\u2014\u2014\u2014\u2014\u2014\u2014\u2014\u2014\u2014\u2014\u2014-<\/p>\n\n\n\n

1<\/sup>Skip King is President of Reputation Strategies<\/a>. He has been managing high-visibility communications for more than twenty years, with special expertise in risk, sports, outdoor education, travel and marine industries.<\/p>\n\n\n\n

N.B \u2013 <\/strong> Images courtesy of freedigitalphotos.net.<\/p>\n","protected":false},"excerpt":{"rendered":"

The final and most significant component in the Communications Strategy emphasizes crisis-management, ‘damage-control’ actions, and preventive measures that directly impact corporate 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\"blog\"","block_context":{"text":"blog","link":"https:\/\/lucilleossai.com\/blog\/tag\/blog\/"},"img":{"alt_text":"","src":"https:\/\/i0.wp.com\/3.bp.blogspot.com\/-ZQM8jWOcwNw\/UylfRozAlgI\/AAAAAAAABLQ\/M9bccC8438Q\/s1600\/Blog%2Bin%2Blens-freedigitalphotos.net.jpg?resize=350%2C200&ssl=1","width":350,"height":200,"srcset":"https:\/\/i0.wp.com\/3.bp.blogspot.com\/-ZQM8jWOcwNw\/UylfRozAlgI\/AAAAAAAABLQ\/M9bccC8438Q\/s1600\/Blog%2Bin%2Blens-freedigitalphotos.net.jpg?resize=350%2C200&ssl=1 1x, https:\/\/i0.wp.com\/3.bp.blogspot.com\/-ZQM8jWOcwNw\/UylfRozAlgI\/AAAAAAAABLQ\/M9bccC8438Q\/s1600\/Blog%2Bin%2Blens-freedigitalphotos.net.jpg?resize=525%2C300&ssl=1 1.5x"},"classes":[]},{"id":81,"url":"https:\/\/lucilleossai.com\/blog\/2013\/02\/23\/the-communications-strategy-revisited-practical-tips-for-corporateville\/","url_meta":{"origin":88,"position":1},"title":"The Communications Strategy Revisited: Practical Tips For ‘Corporateville’","author":"Lucille Ossai","date":"February 23, 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1.5x"},"classes":[]},{"id":96,"url":"https:\/\/lucilleossai.com\/blog\/2012\/03\/24\/communications-strategy-paving-the-way-to-a-healthy-corporate-image\/","url_meta":{"origin":88,"position":2},"title":"Communications Strategy – Paving The Way To A Healthy Corporate Image","author":"Lucille Ossai","date":"March 24, 2012","format":false,"excerpt":"This insightful article, published by the reputable BusinessDay newspaper, explores the impact of the Communications Strategy on attitudes and behaviours in the organisation. It also stresses how the Communications Strategy fuels a healthy corporate image. This detailed piece is recommended for corporate communication personnel, HR professionals, and management executives.","rel":"","context":"In \"communications\"","block_context":{"text":"communications","link":"https:\/\/lucilleossai.com\/blog\/tag\/communications\/"},"img":{"alt_text":"","src":"https:\/\/i0.wp.com\/3.bp.blogspot.com\/-2Z16q6czNqs\/V3QHkIGBN2I\/AAAAAAAADQo\/66Nsb4ImnycMH6ATQhPPmA4bprXd2nFPACLcB\/s640\/business%2Bcommunications.jpg?resize=350%2C200&ssl=1","width":350,"height":200,"srcset":"https:\/\/i0.wp.com\/3.bp.blogspot.com\/-2Z16q6czNqs\/V3QHkIGBN2I\/AAAAAAAADQo\/66Nsb4ImnycMH6ATQhPPmA4bprXd2nFPACLcB\/s640\/business%2Bcommunications.jpg?resize=350%2C200&ssl=1 1x, https:\/\/i0.wp.com\/3.bp.blogspot.com\/-2Z16q6czNqs\/V3QHkIGBN2I\/AAAAAAAADQo\/66Nsb4ImnycMH6ATQhPPmA4bprXd2nFPACLcB\/s640\/business%2Bcommunications.jpg?resize=525%2C300&ssl=1 1.5x, https:\/\/i0.wp.com\/3.bp.blogspot.com\/-2Z16q6czNqs\/V3QHkIGBN2I\/AAAAAAAADQo\/66Nsb4ImnycMH6ATQhPPmA4bprXd2nFPACLcB\/s640\/business%2Bcommunications.jpg?resize=700%2C400&ssl=1 2x"},"classes":[]},{"id":94,"url":"https:\/\/lucilleossai.com\/blog\/2012\/05\/19\/the-impact-of-globalisation-on-the-world-stage-part-2\/","url_meta":{"origin":88,"position":3},"title":"The Impact Of Globalisation On The World Stage (Part 2)","author":"Lucille Ossai","date":"May 19, 2012","format":false,"excerpt":"This article explores the effect of globalisation across the globe by highlighting the Global Financial Crisis of 2008.","rel":"","context":"In \"communications\"","block_context":{"text":"communications","link":"https:\/\/lucilleossai.com\/blog\/tag\/communications\/"},"img":{"alt_text":"","src":"https:\/\/i0.wp.com\/4.bp.blogspot.com\/-jf0GhbTujDA\/UylFbHQi8yI\/AAAAAAAABKI\/XyNkzQEk16s\/s1600\/Global+recession+map.PNG?resize=350%2C200","width":350,"height":200,"srcset":"https:\/\/i0.wp.com\/4.bp.blogspot.com\/-jf0GhbTujDA\/UylFbHQi8yI\/AAAAAAAABKI\/XyNkzQEk16s\/s1600\/Global+recession+map.PNG?resize=350%2C200 1x, https:\/\/i0.wp.com\/4.bp.blogspot.com\/-jf0GhbTujDA\/UylFbHQi8yI\/AAAAAAAABKI\/XyNkzQEk16s\/s1600\/Global+recession+map.PNG?resize=525%2C300 1.5x, https:\/\/i0.wp.com\/4.bp.blogspot.com\/-jf0GhbTujDA\/UylFbHQi8yI\/AAAAAAAABKI\/XyNkzQEk16s\/s1600\/Global+recession+map.PNG?resize=700%2C400 2x"},"classes":[]},{"id":89,"url":"https:\/\/lucilleossai.com\/blog\/2012\/08\/11\/components-of-a-communications-strategy-the-when-how-long\/","url_meta":{"origin":88,"position":4},"title":"Components Of A Communications Strategy – The “When\/How Long”","author":"Lucille Ossai","date":"August 11, 2012","format":false,"excerpt":"Discussing the implications of effective time management and appropriate timelines for successful outcomes at work.","rel":"","context":"In \"communications\"","block_context":{"text":"communications","link":"https:\/\/lucilleossai.com\/blog\/tag\/communications\/"},"img":{"alt_text":"","src":"https:\/\/i0.wp.com\/lucilleossai.com\/blog\/wp-content\/uploads\/2012\/08\/When-3-deadline-freedigitalphotos.net_.jpg?fit=400%2C300&ssl=1&resize=350%2C200","width":350,"height":200},"classes":[]},{"id":80,"url":"https:\/\/lucilleossai.com\/blog\/2013\/03\/25\/one-year-of-blogging-in-memorable-quotes\/","url_meta":{"origin":88,"position":5},"title":"One Year Of Blogging….In Memorable Quotes","author":"Lucille Ossai","date":"March 25, 2013","format":false,"excerpt":"\u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 BREAKING\u00a0\u00a0NEWS: RETHINKING\u00a0 BUSINESS\u00a0\u00a0COMMUNICATIONS \u00a0BLOG TURNED\u00a0 ONE \u00a0ON\u00a0 MARCH 24TH!\u00a0\u00a0 A year ago, I ventured into the terribly exciting, (but intimidating), world of the Blogosphere. 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