Traditionally, companies developed crisis communication plans to ensure they were ready to act quickly in the event of an emergency. For example, if the company’s operations burnt down or there was an urgent need to recall a product the crisis plan provided clear guidance on how to respond to most likely scenarios. Key to this plan was identifying stakeholders such as employees, customers, suppliers and the media and determining how they should be informed of an incident, by who and in what order.
Having a plan meant companies were more likely to communicate effectively in a crisis by understanding the importance of timely, accurate information. Without a plan, communication in a crisis tended to be adhoc, delayed, inaccurate and risked escalating the situation. Crisis communication planning was based on the reality that if your company didn’t get out early and often with information about an issue – you risk customers, media, competitors and others speculating and speaking for you. Also, how your company handled issues and crises had a direct and potentially long-term impact on its reputation.
There’s been much speculation about how the rise of online, social and consumer generated media has impacted traditional PR strategies. While I agree things have changed significantly, I also think that online channels bring us closer to the ideal two-way communication model. Organisations communicate with publics – who respond and provide feedback, comment and opinions. Online media has made this theory an instant reality.
The impact on issues and crisis communication however is significantly different as outlined by Gerard Braud who presented an IABC teleseminar last week. Historically, when a crisis happened, there was usually at least a couple of hours lead time for the company to action its communication plan and get information out before reporters arrived on the scene or got information from other sources. Now, the media don’t need to come to you at all – they can get information from citizens at the scene, vision from mobile phones and eyewitness reports.
Gerard’s example of the recent US 1549 Airways incident in New York this year was poignant. The domestic airline lost power in both engines and landed in the Hudson River in New York within view of Manhattan. However, reports of the crash didn’t come from the thousands of media from all over the world stationed in Manhattan – it came via Twitter from passengers on their mobile phones and from ferry passengers right there on the scene. In fact, there was no need for a company spokesperson – nor in fact for the media to leave their offices. Had they done so, they would have actually delayed breaking the news that was coming in from every angle.
The lesson for PR practitioners is that while companies still need to be well prepared for crisis communication, they need to be able fast, flexible and responsive. This means that crisis communication plans need to focus on how to communicate and the channels available, rather than lengthy process documents on what to communicate to who. There will be little time to approve media statements and emails to stakeholders – ideally all communication should happen within an hour. The goal for communicators is to ensure your company has a share of the multitude of voices – that will be there with or without you.
