The news and blogosphere have been full of items lately on various crises – from Toyota to the Catholic Church – large organizations are struggling to deal with issues that threaten to swamp them. The sad thing is that it doesn’t have to be that way. If organizations would use bit of common sense and foresight, the crises would either never occur or they wouldn’t grow into major issues.
So while you can consider this a rant, it is also a warning and a how-to. A rant about why organization and the people who run them don’t try to head off crises; don’t realize what will happen if there isn’t a crisis plan; and a how-to – perhaps avoid the problem.
There are three kinds of crises:
- Immediate crises: Most dreaded type. Happens quickly and unexpectedly. Little time for research and planning. Includes such things as earthquakes, fires, plane crashes, product tampering, workplace shootings, and death of a key officer
- Emerging crises: Allows more time for research and planning. May erupt after festering for long period. Includes such things as sexual harassment, substance abuse, overcharging on contracts. Key is to convince senior management to deal with the problem before it explodes.
- Sustained crises: Problems that smolder for long periods of time, despite best efforts to put out the fire. Rumors go viral, getting reported in the media, tweeted about, posted on Facebook, written about by bloggers and other social media sites. Examples include P & G being in league with Satan, that fluoridated water is dangerous or that some childhood vaccines lead to autism.
Obviously, there isn’t anyway to anticipate the sudden crisis. But that doesn’t mean there shouldn’t be a general plan – a framework – in place to deal with it and whatever happens. How many companies have you seen scramble in the first hours after a crisis happens? It doesn’t have to be that way.
Planning for a specific crisis is not possible. Planning on to handle crises is and should be done.
That’s why I am always amazed when I see a company like Toyota get in trouble. Here is one of the smartest marketers on the face of the planet. Yet, they create a crisis because they don’t listen to their customers’ complaints. Clearly they didn’t have a crisis communication plan in place. That’s just dumb. The list of companies that have done the same thing would fill two blogs.
What all those companies lacked was a scout, someone whose job it was to keep his or ear to the ground (and Twitter, LinkedIn, Facebook, YouTube, etc.). If you keep any eye on what’s going on out there, you can avoid a lot of problems. The idea is to identify the grass fire and put it out before it becomes a forest fire.
Sometimes crises happen despite an organization’s best efforts. That’s when the plan comes in. Knowing what to do is half the battle.
Remember, as Supreme Allied Commander Dwight D. Eisenhower said: “The plan is nothing; planning is everything. There is a very great distinction because when you are planning for an emergency you must start with this one thing: the very definition of ‘emergency’ is that it is unexpected, therefore it is not going to happen the way you are planning.”