There are all kinds of bad news, ranging from disappointing earnings to the sudden departure of a respected executive. Whether it is a layoff of two hundred people, six deaths in a fire at a manufacturing plant, or moving the company’s headquarters from one place to another it should be delivered completely and all at once. Yes, the best way to deal with bad news is to release it all at once. Ii is a big mistake to let it come out piece by piece. Whatever the news is, get it out, along with a thoughtful plan for how management will deal with the problem.
The sooner the information is out, the sooner the company can put that part of the crisis behind it and move on. Sometimes, it is not always possible, of course, to deliver all the bad news at once. You might be receiving it in bits and pieces. In that case, it’s important to tell your public that the information is partial and will be updated. Then immediately update the bad news as information comes in. Bad news by itself usually will not destroy a company.
When it’s over a crisis does not have to leave a black eye on the organization. After a crisis, companies want to put the experience behind them. But first they can get excellent PR mileage from telling their public what they learned and how it led them to change.
Have a plan concerning how you are going to correct the above situations. It’s important for an organization to establish its values or philosophy of communications before a crisis happens. The organization must decide how it will present information. For example, smart organizations have communications values that determine that spokespeople will not make things worse by speculating, telling untruths, saying that things are OK when they are not, or raising false hopes. Depending on the circumstances, the company may have to tell its story to government agencies, shareholders, customers, employees, the local community, and suppliers. Just who needs to be reached, and in what circumstances, should be part of the crisis planning.
Crisis Communications
One of the significant characteristics of any crisis situation is the breakdown of communication. My definition of crisis communications is the communication that takes place prior to, during and following a crisis. When I say crisis communications, I also mean action. Actions talk. Actually, they shout during a crisis and become highly symbolic. You have to be proactive, not just reactive. During any crisis, actions will speak for you. What you do is far more important than anything you say. But actions are not always the best strategy during a crisis. Actions are important. But it should be premature or self-serving.
You can explain what’s being done to lower the risk. You can also identify alternatives to the source of the risk and the risks associated with the alternatives. Moreover you can find ways in which people can participate in eliminating the risk. In a crisis, the spokesperson’s job is two-fold: communicate the organization’s human side and provide useful, detailed, and timely information on a continuous basis. A crisis can lead to a public relations coup for the organization.
Usually the higher the perceived risk to the public, the greater the sense of public outrage and the lower the trust. When it comes to public outrage, you must focus on the human factors of the risk and try to reassure people. Your first concern is empathy. Rule number one is to communicate immediately. No matter where you are, your concern for lives, property and the rescue efforts should come at top. You must deal with the emotions. This is a rule. Companies that don’t deal with emotions received bad publicity during a crisis. The media certainly understands it can’t be totally objective, or totally unemotional, during a crisis. And this input of emotion makes the story more interesting.
The secret to presenting your information in an empathetic way involves many steps. First you demonstrate how you personally, and your organization, have a stake in the question. You don’t want to be perceived as distant. Then you answer the questions and don’t try to duck the issues on the public’s mind. This shows that you are sensitive to what’s bothering people. This works best if the organization has anticipated the kinds of questions that could be posed in various kinds of crisis. You present whatever information supports your answers. This includes testimonials, statistics, research findings, and endorsements. With this you identify your significant message and keep repeating it.
