Issues and crises

Communicating during a crisis

01 Jun, 2020 Issues and crises

Organizations can withstand crises better if they have established sound, long-term relationships with stakeholders, the people and organizations who are at risk from the decisions and actions of the organization. Two thirds (67%) of all corporate crises have 'smoldered' beforehand, according to the Institute for Crisis Management. This means they have developed comparatively slowly and should be identified along the way. Most such crises (about 22% in 2018 ) are caused by mismanagement - ...

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Plan stakeholder communication for crises

01 Jun, 2020 Issues and crises, Reputation, trust, stakeholder relations

Success in crisis management depends largely on how quickly and accurately your organization communicates with its stakeholders. By using their influence, stakeholders hold the key to the environment in which your organization operates and therefore its subsequent financial and operating performance. Developing a stakeholder relations management strategy around crisis simulations will be a great help to guide the corporate actions when a crisis does hit. This allows you to plan stakeholder communication for crises.

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Simple early warning tools to identify potential issues and crises

01 Jun, 2020 Issues and crises

Around 70% of corporate crises smolder – they should have been identified and precautions or responses planned well before they hit. Crises might be a surprise, but they don’t just strike without warning. Issues that could become crises can generally be identified easily. Several sensible techniques give early warning of possible issues that can lead to crises. What’s more, 80% of crises are caused internally – by actions or inactions of management (50%) or ...

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What will cause your next organizational crisis?

01 Jun, 2020 Issues and crises

Crises are comparatively rare events. They are unexpected, unwanted and unpleasant, but are more common since COVID-19 has caused complete upheavals of so many business and government sectors around the world. Experience shows if you don’t plan for crises, the consequences are much worse when a crisis is triggered. Also, for the first time, a bigger proportion of crises have sudden causes (51%) versus smoldering causes (49%). This makes it even more important to consider what will cause your next organizational crisis.

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How to counter rumors on the grapevine

01 Jun, 2020 Internal communication, Issues and crises, Messaging

Since formal channels of internal communication don’t address all the socialization needs of employees, informal channels play a significant role in their daily lives. Employees will always engage in informal conversations. These are traditionally face-to-face or verbal conversations, but digital channels are increasingly used. Rumors often are one of the outcomes of such interactions. This article explains how you can counter rumors on the grapevine.

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How to verify content from digital sources in a crisis

01 Jun, 2020 Issues and crises, PR and the internet

Corporate communicators and journalists can find it difficult to confirm the facts about an emergency or crisis. In these days of proliferating 'fake news' and wild claims made on social media, a 'crisis' report could merely be sensationalism or could even be completely untrue. Often communicators need to identify the source and truth of such claims so they can understand and communicate the facts. Verifying facts before publishing a news story is one of ...

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How vulnerable to a crisis are you?

01 Jun, 2020 Issues and crises

Most organizational crises are predictable and preventable. About two thirds of crises have been smoldering for some time – their causes are apparent, but no action has been taken to prevent them or reduce their impact. Only about half of organizations around the world have a crisis plan in place. Yet only about 30-50% of organizations hit by a crisis manage to survive. Too often self-caused A survey by Burson-Marsteller/Penn Schoen Berland in 2011 ...

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Convince top management with your crisis communication plan

01 Jun, 2020 Issues and crises, Proving PR value

It is not easy to get senior management to listen to communicators about the importance of crisis communication plans. Those executives will need to be convinced of the impact on the organization’s operations and therefore its profitability before they take full notice of your communication plan. (In a government agency the discussion would need to be about the impact on efficiency and the government’s attitude to a public shambles.) At least, in a sense, the COVID catastrophe around the world has forced executives to take more notice of potential crises. This will make it easier for you to convince top management with your crisis communication plan.

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You can use VUCA analysis for better issue management

01 Jun, 2020 Annual communication plans, Issues and crises, PR planning, strategy, budgeting

VUCA analysis has become a trendy term in some management circles, especially in the finance sector. VUCA is an acronym standing for Volatility, Uncertainty, Complexity, and Ambiguity, and is used to describe key characteristics of the external environment. It is another analytical tool that can be used in issue management. Some knowledge of VUCA factors is valuable to communicators. Apart from considering these factors in your own communication plans, you will impress senior management ...

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How to respond to a social media attack

01 Jun, 2020 Issues and crises, Social media

Social media has become much more volatile thanks to the Tweeter-in-Chief. This is especially true politically, but it's also true in marketing, communication, and the wider business world. People have become more polarized politically, and are quick to criticize on impulse. What's the best way to respond to such attacks? I'm a big fan of US linguistics expert George Lakoff, who has developed an effective formula for dealing with social media attacks. He says ...

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