PR In Canada

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When a ‘crisis hits the fan’, all hands are on deck and the crisis takes priority. Henry Kissinger was quoted as saying, “There can’t be a crisis next week – my schedule is already full.”

Today, most executives are quick to co-operate with their PR team during a crisis. In fact, they clear their calendars to investigate the challenge and create a timely solution, but also to ensure they are available to regularly communicate the progress to key stakeholders.

Turf wars and egos have no place in a crisis. Public relations professionals should forgo the battle and rather partner with internal operations, such as legal, finance, human resources, technology, and others. Knocking down silos can lead to more out-of-the-box thinking. Don’t let a P&L or corporate red tape diminish what is best for your people and business, especially during a time of crisis.

Be sure to engage your marketing and communications agencies early in the process. Agency consultants can provide best practice experience and be an effective third party that isn’t as close to the issue as company employees. Silos are often created when things get too personal. A crisis can make the circumstance emotional when it involves you and your employer.

At the start of the crisis situation, it would be beneficial for communicators to secure c-level support to spearhead the team to create a solution. CEOs should attend all crisis meetings, but if that is impossible, at the very least, they should set the tone by attending the first meeting. The leader’s role at the meeting would be to identify expectations, the importance of teamwork and the role of PR in driving the crisis communications plan. He or she should reinforce that the deadlines and approvals in the critical path are mandatory and if anything derails, the CEO must be informed.

Start by defining roles to ensure that there is no confusion on how you interact and who is managing what responsibilities. Create a spreadsheet that identifies goals, assigns roles, how you interact, who makes decisions, clarifies deadlines and details the approval process. Documenting all of this will eliminate confusion, and ensure consistency in message and results. Status reports and frequent meetings for the group will also be crucial for true integration in managing the crisis.

Communicate regularly when tackling the issues. It is not a time to be sensitive, emotional or finger-point. Set expectations, measure progress, adjust the program and track common objectives with your team. While PR often spearheads crisis teams, it doesn’t mean that communicators get to make all the decisions autonomously. It is your role to encourage the participation of your committee and leverage their knowledge.

Why remove silos and integrate during a crisis? Teamwork will produce consistent, cost effective and targeted communications. In addition, c-level executives may be more willing to adapt recommendations when the solution is provided by consensus with input from all areas of operation.

Consensus can be reached when expectations are aligned, information is shared, commitment is secured and collective ownership is determined.

A crisis is managed best when a company already has well established teamwork in place. Don’t wait for a major issue to arise to develop teamwork and procedures that promote integration throughout your organization.

Henry Ford created more than a reliable car; he applied integration to manufacturing to invent the production line. Ford essentially integrated people and specific tasks to mass-produce in a more efficient way. What an excellent example of integrated teamwork.

During a crisis, integration, teamwork and timing are crucial. Removing silos to integrate people and provide efficient and timely communications or products and services would make Henry Ford proud.

Solid teamwork can sometimes even help avert a crisis and successfully manage it while it is only an issue. To craft the right strategy, tools and messaging, establish your company’s own production line of diverse and talented experts from various departments. Always be prepared.

Sheila Corriveau is a Partner in AgencyLink Inc. (www.agencylink.ca). The marketing consultancy conducts agency searches, consults and delivers workshops to improve client-agency relationships and performance. She can be reached at sheila@agencylink.ca.

Categories: Features
Tags: Crisis Communication, Integrated Marketing