How to get senior management to act on your crisis communication plan

Well, well…the threat of a virus pandemic never entered experts’ minds, not to mention the mind of the average person. All other risks have paled in comparison. Nevertheless, other risks still exist. Every week we see in the media the latest terrorism incident that has been thwarted or happened in countries around the world. And, of course, there are all the types of corporate crises that could happen, many related to the internet and information technology.

The World Economic Forum (WEF) conducted a survey among its members in early 2020 and found the most common concerns as noted in the graph below. Apart from the longstanding concerns about economic and political risks, respondents globally showed they are increasingly worried about environmental risks, which could lead to business crises.

The World Economic Forum analyzed risks in terms of their impact and probability, as in the two charts below.

Global Risks Landscape 2020 (below)

Top 10 global risks foreseen at the beginning of 2020 (above)

Whether you are inhouse or a consultant, crises are relevant to you as a communicator because crises are largely about the perceptions of stakeholders. Operational managers can deal with operational emergencies, but crises happen when emergency incidents impact on stakeholders, whose actions can affect the ability of your organization to survive. That’s where you come in – to communicate with key stakeholder groups such as employees, customers, shareholders, government regulators and suppliers.

It’s not easy to get senior management to actively support crisis communication plans. Most of them don’t want to know about crises. They know the chance of being caught up in a crisis is tiny and they don’t want to take time away from their daily work priorities to deal with something that just might happen one day, and then again, it might not. And crisis preparation costs money in staff time, in equipment and other resources.

What’s more, many executives perceive crises and emergencies only in terms of an operational response (“put the fire out and return to full operations ASAP”). They look at communication only as an afterthought to the real work. This is an extremely frustrating attitude to encounter. Those executives will need to be convinced of the impact on your organization’s operations and therefore profitability before they take full notice of your communication plan. (In a government agency the discussion would need to be about the impact on output and the fallout from politicians to a public shambles.)

One fatal assumption many organizations make is to think their own IT and server will be available during a crisis. You need to ensure you can communicate with key stakeholders from your back up system for a significant time during a crisis. Lack of thought in this area could come back to bite you. Save your crisis response material on a separate server and regularly update it so that you can use it during a crisis, even from other premises.

How to get senior management to support your communication plan

A great crisis communication plan is only as good as the extent to which it is implemented. Here are some ideas to get senior management to respect your crisis communication plan and support its implementation:

  • Be an ambassador of communication. Every person in your organization involved in emergency management should know your first name and face. Meet the emergency-procedures planners informally and talk to them about how better communication with key stakeholders would help them achieve their crisis management goals.
  • Inform senior managers of clear objectives for communication in a crisis. When many emergency response planners think of ‘communication’ they tend to think of two-way radios or other forms of telecommunication. It might be better to use terms like ‘stakeholder information’ or ‘public communication’ in a crisis.
  • Tell senior managers how the overall response and recovery operation is more effective by investing in crisis communication activities. In fact, poor crisis communication could destroy the organization.
  • Always ensure you have fully completed your allotted tasks in the preparation of a crisis communication plan that you bring to discuss at committee meetings. Other people can tell if you have rushed your preparation or if you have neglected parts of it, so they will lose respect if you have failed to honor your commitments.
  • Since most executives are busy with their day-to-day activities, they tend to put off the time needing to be spent on emergency and crisis response activities. You can take the initiative and systematically arrange meetings with key managers to discuss the importance and the broad content of their communication role in a crisis
  • There are many high-profile examples you can cite of good and bad examples of crisis communication to back your case. Document each example concisely and circulate the documents in a regularly spaced series, ie a month or two apart, to management to drive your message home to them.

Any concerns about management not understanding the importance of crisis communication must be addressed in the pre-crisis planning phase. You need to be proactive and meet with the emergency response planners now. Show them your competence and expertise. Be energetic. Set your own time aside for thinking through and documenting for your reference any action points. Act promptly on those action points.

Photo by Edwin Hooper on Unsplash – The World restaurant in the UK temporarily closed due to CLOVID-19.

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