Let’s Get Ready for the Next Communications Crisis

If 2020 has taught us anything, it's to be prepared for the unexpected.

During the first half of the year, we were confronted with two events that have turned our world on its axis -- the COVID-19 pandemic and the murder of George Floyd.

In both instances, nonprofits and businesses had to confront urgent and tragic situations they weren't planning for. And, in doing so, you likely had to make quick decisions about how to communicate effectively about complex, sensitive, fast-changing events.

It's safe to say that we're not finished with having to confront big, unexpected crises.

At some point -- likely soon – we will face another defining moment where it will be essential to provide clear, timely messaging.

Whether it's a worldwide pandemic or something of your own making, you need to be ready.

So if you haven't already, it's important to develop a crisis communications protocol so you're not caught flat footed and so you can manage your communications effectively and with integrity.

Here’s some of the advice we offer our clients when they need help with their own protocols:

Assemble a team

Your organization should have a designated crisis team that you can mobilize quickly if needed.

This group will likely include your top executive and head of communications. You might also choose to include other top executives, board members, and/or legal counsel as part of this team.

This group should be considered always on call and empowered to make rapid decisions.

Because crises don't always happen between 9 a.m. and 5 p.m. on weekdays (in fact, it's rare they do), contact information for this group should be at the fingertips of your communications director or top executive -- and members of this team should be informed in advance that they could receive a call in the middle of the night.

Designate a spokesperson

If your organization is faced with a crisis, it's important to designate someone who is empowered to speak on your behalf.

Often, this person is the top executive. In some cases, though, you might choose to have your communications lead, your board chair, or even an outside spokesperson prepared to fill this role.

They should be prepared to face tough questions and be briefed on the facts before doing any interviews.

As a result, they should have some experience in front of the camera -- and you might consider providing them with media training so they’re equipped to handle the heat.

Be ready to issue a statement

Silence is often your worst enemy in a crisis.

The longer you wait to say something publicly, the more it looks like you have something to hide.

As a result, you should be ready to quickly put together a written statement that shares everything you know about the situation -- and tell the truth. Often, we recommend having key messages for such a statement in your back pocket so you have key building blocks already in place.

Crises grow worse when organizations withhold information that -- when revealed later -- make it look like they were hiding something.

State the facts clearly and, in cases where you're investigating what happened, make it clear that you're still gathering information.

Have a media kit

In crises, it's also important to provide context.

That’s why you should also consider developing a fact sheet ahead of time that outlines what you do, your outcomes, and other vital information about how you operate (including facts about your budget, your history, etc.). Make it as easy as possible for the media and your supporters to have context and information that helps people understand who you are and what you do.

Keep this information up to date and have it at the ready whenever you are talking to a member of the media -- whether it's for a positive story or during a crisis.

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Communicating during a crisis is always a challenge. But by being prepared, you can help make that challenge much more manageable if, and when, you ever need to face it.