While I’ve been in the communications industry for a while (read the lines on my face!), every now and then I have the opportunity to meet someone who wows me. I had that feeling two weeks back when I met with Caroline Sapriel. Caroline, who is an expert in crisis management and communications, was invited along by the International Association of Business Communicators to talk about her insights on crises. What with all that is happening globally, it seemed apt to talk about how we can communicate better on issues that have an adverse impact, both on reputations and operations.
First of all, Caroline defined a crisis by three points:
2) Brevity or shortness of time
What is fascinating is Caroline’s assertion that two-third of crises are smoldering, in other words they’re issues which aren’t tackled properly or which are ignored. However, as Caroline also adds, “most organizations don’t properly understand what a crisis is.”
Now, to the good news. Organizations rarely face true crises, issues which can substantially damage or stop operations and ultimately destroy reputations. However, most crises are still handled incorrectly. Many leaders look to manage a crisis in the same way as they manage through normal times, by forming a consensus and aligning others. However, Caroline states that a crisis needs a different type of behaviour, one that follows a command and control model where one person takes charge and acts decisively, with or without the approval of others. She spelled out five key competencies that leaders need to navigate a crisis.
1) Situational awareness and analysis
3) Stakeholder mapping
4) Scenario planning
5) Decision-making in a crisis
Now, let’s come to our role as communicators. Caroline was very kind to share her company’s integrated business contingency framework as well as spell out her 10 commandments of crisis management, which are based on decades of hands-on experience as well as research.
The 10 commandments is also a fantastic read:
#1 Own up to and communicate the problem early on
#2 Recognize that you cannot make what is bad look good
#3 Be prepared for the worst. In a crisis, things get worse before they get better
#4 Prioritize and remember people’s safety is always first
#5 Focus on protecting your credibility and not winning brownie points
#6 Set the course, have a Mission Statement and stick to it
#7 Map and remap issues and stakeholders as the situation develops
#8 Use every available channel to communicate with your stakeholders
#9 If the crisis drags, don’t retreat into a siege. Stay out there!
#10 Manage the aftermath of the crisis. Remember, it’s not over until it’s really over
Caroline adds that in a crisis we can’t control the events, but we can control our credibility.
If you’re wondering how your organization is doing, have a look at the below image which has been developed by Caroline and her organization. The crisis management culture ladder will help you to understand where you are in terms of preparing your organization for a crisis.
As an additional plus, Caroline has shared a reading list that will help guide you on improving your understanding of crises and what you should do to prepare as a communicator and leader.
On a final note, I’d like to thank Caroline for her time. And if you’re interested in knowing more about Caroline Sapriel, she’s the managing partner and founder of CS&A International, a pioneer and a recognised leader in the field of risk, crisis and business continuity management. For additional information please visit her company’s website.
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