LEADERSHIP
Managing Crisis Communication
By Dr . Kellen Kiambati
David Weiner defines crisis as the ultimate unplanned activity and the ultimate test for managers . In a time of crisis , conventional management practices are inadequate and ways of responding usually insufficient . Today more than ever before , organizations have realized that crisis communications capabilities are as important as having risk management and business continuity abilities .
Having said that , it is very critical for business leaders to know what to say and how to say it because there is no single strategy that fits all crisis situations . Flexibility and personal calculated judgment becomes key under such circumstances .
Additionally , choosing the moment and situations is equally critical considering that in a fast moving world , leaders face numerous questions they may not even have answers to . This does not mean communication should not take place even if the leaders are still trying to grapple with understanding the uncertain situation .
A crisis exposes organizations to heightened public scrutiny and threatens their reputation as well as ability to undertake normal business activities . This calls for a meticulous well thought through strategy to ensure all stakeholders stay informed and in tune .
The techniques that business leaders can follow vary widely and may include : forming a centralized communication center ; regularly communicating with internal ambassadors to the community ; focusing on external stakeholders scheduled communication ; assuring and reassuring all stakeholders ; and being proactive with stakeholders to enhance relationships .
These steps should be anchored on the three pillars elaborated here-under in order to make them meaningful and more impactful :
Meaning Making
Business leaders should be ready with a compelling , credible and convincing story to articulate the realities of the crisis . This helps to radiate confidence , shape perceptions and set followers emotions in the right direction . As such followers do not expect contradicting messages , information overload , poor listening , broken promises , and blame games . When in an unprecedented situation , business leaders should reflect upon how to balance positives and negatives and shift people with minimum casualties .
Providing Direction
Business leaders should furnish followers with a system that points them to what is expected in future , response strategy likely to be implemented . Let people know that the organization is “ planning for the worst and hoping for the best .” Assume the worst-case scenario and develop contingencies , forecast possible consequences and determine plans of action .
Empathy
People do not care how much their leaders know but how much they care . Empathy explains the impact of crisis types and reduces reputation damage . To demonstrate empathy , business leaders should be clear who plays what role and whom people should expect to receive updates from .
Internal and external stakeholders have diverse expectations and certain crisis communication measures can be utilized to serve each appropriately .
On the internal front , communicate and talk to people regularly ; stay connected and share trusted information ; use empathy when delivering bad news ; create avenues for people to express themselves and share opinions ; share decision making roadmap ; make life easier for those that are suffering ; provide timely information ; maintain routines to ensure people do not feel isolated ; and discuss targets and results expected .
Externally , conduct an assessment of the crisis and its impact on the business ; be open and transparent so that stakeholders have full information ; inform them about proposed solutions to solve the challenges ; show genuine empathy ; collaborate with stakeholders ; and present value creating opportunities .
In conclusion , business leaders should view and leverage crisis as an opportunity to innovate and come out stronger . They should have situations rooms that help them assess the world , predict and plan appropriately before the crisis happens .
Kellen Kiambati holds an MBA in Strategic Management from the Kenya Methodist University and a PhD in Business Administration with a focus in Strategic Management from JKUAT . She is a member of the Institute of Human Resource Management of Kenya . She can be reached via : Kellenkiambati @ gmail . com .
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