El CEO quiere controlar las comunicaciones de crisis. ¿Puedes navegar por la experiencia marginada del equipo de relaciones públicas?

Engage with the CEO by emphasizing the importance of a collaborative approach. Show how combining their leadership insights with the specialized skills of the PR team can result in a response that resonates with the public and is seen as both authoritative and sensitive. It’s about ensuring the CEO feels in control while leveraging the PR team’s strengths.

It’s a team effort. The CEO is part of the team, and although they have the final say, every involved specialist contributes their expertise to make the best decision for the company and its customers.

In crisis communications, the CEO's instinct to take control is often a reflection of their commitment to the company's reputation. However, effective crisis management requires a symbiotic relationship between leadership and PR expertise, ensuring that strategic insights are not lost in the urgency of the moment. For example, during a wastewater treatment crisis, a CEO's authoritative voice can be powerful, but it must be informed by the PR team's understanding of public sentiment and technical nuances. Ultimately, fostering collaboration between the CEO and PR professionals not only enhances message crafting but also builds trust with stakeholders, ensuring that the response is both credible and compassionate.

Es un trabajo en equipo. El CEO forma parte de el y aunque tenga la última palabra en la decisión, todos los involucrados, que son especialistas en el tema que manejan dentro de la empresa, deben lograr la mejor decisión posible por el bien de la empresa y sus clientes.

A CEO's first port of call should be the PR team. If not, then it reflects lack of confidence in the PR team's abilities. Under the circumstances, evaluate his strategy. If it is in line with what the team would do, join forces, be extremely alert, add value through the team's expertise, provide counsel where needed, show the big picture and refine responses when necessary. The team must think of the desired final outcome to adjust strategy accordingly. If the CEO and PR team is at cross purposes, then the PR team must think ahead and showcase what is best for the organisation very succinctly and record each step. This will help if there is change of strategy or course correction midway.

If you're defending your PR expertise to the CEO while in crisis, you're doing something wrong. A CEO should naturally lean on you at this time. Here's how: A PR team's crisis management expertise should be showcased to the CEO through preparedness via a comprehensive and *pre-aligned* issues management and crisis communication plan, with scenario planning, escalation matrix, contact sheets, war room plans, the works. Bear in mind that CEOs report to the board and are answerable to key stakeholders. It's natural they may want to "take over". Make sure they're equipped to do so ahead of time, with thorough preparation by your team. In crisis, be there to act, advise and support in all ways possible and you'll naturally emerge as a champ.

Communicate the critical role of the PR team’s expertise. Emphasize how this resource is essential for shaping the narrative in a way that mitigates damage and strengthens trust with stakeholders. The PR team’s ability to anticipate public reactions and respond swiftly is invaluable in managing the fast-paced demands of crisis situations.

Your PR team's expertise is invaluable, offering strategic communication skills, media relationships, and crisis management experience. It's important to convey to the CEO that this expertise can shape the narrative, minimize damage, and maintain stakeholder trust. Highlight the PR team's ability to anticipate public reactions, craft impactful messages, and respond quickly to changing situations, turning challenges into opportunities to reinforce the company's values and commitment to transparency.

Your company has a PR function for a reason, and they should be fully engaged and prepared for crisis communication and planning. That's within their control. What's not in their control is how or when the media will react. This is where the trusted and collaborative relationships with media and news outlets come in. The PR team's experience and relationships here can make all the difference in what gets reported and how.

From a service design perspective, the PR team is like the frontline, deeply attuned to how people interpret messages and what their expectations are. Just as we design services with the user at the center, the PR team should be viewed as an extension of the CEO, ensuring that any message sent out aligns with the public’s needs and emotions. Their expertise is critical in making sure communication is both effective and sensitive.

Present a strategic plan that demonstrates the benefits of proactive measures. Highlight how monitoring public sentiment and engaging with key audiences can transform a crisis into an opportunity to showcase the company’s resilience and commitment to transparency. This approach not only addresses the immediate issue but also builds long-term trust and credibility.

A strategic approach to crisis communications goes beyond damage control; it's about showcasing the company's resilience and ethics. Propose a plan to the CEO that includes proactive steps like monitoring social media sentiment and engaging key influencers to promote positive messages. Emphasize the need for consistent messaging across all platforms, ensuring a unified voice that reflects the CEO's leadership while utilizing the PR team's tactical expertise.

In service design, we prioritize co-creation and collaboration, which is also vital here. I would encourage the CEO to take a more strategic approach by involving the PR team early in the process, blending their leadership with the team’s knowledge to co-create a plan that speaks to the public while aligning with the company’s goals. This creates a more holistic response that accounts for both internal priorities and external perceptions.

Just like in service design, where the right touchpoints can make or break the user experience, choosing the correct communication channels is essential. I’d advocate for leveraging the PR team’s understanding of which channels best reach different audiences and how to tailor messages for maximum impact. The CEO’s voice can be strong, but using the right platform will ensure the message lands effectively with the public.

In the digital era, selecting the right communication channels is crucial to a successful crisis response. It's important to communicate to the CEO that each channel, whether it's a press conference, social media, or an internal memo, requires a tailored approach to reach the target audience effectively. The PR team's expertise is vital for ensuring that messages are not only delivered but also received and understood as intended.

Your crisis response is only as good as your ability to communicate it. Choosing the appropriate channels is crucial to effectively delivering the message. The PR team will be most aware of what these are and how to manage them.

Just like in service design, where the right touchpoints can make or break the user experience, choosing the correct communication channels is essential. I’d advocate for leveraging the PR team’s understanding of which channels best reach different audiences and how to tailor messages for maximum impact. The CEO’s voice can be strong, but using the right platform will ensure the message lands effectively with the public.

Crafting messages during a crisis requires balancing empathy with assertiveness. Encourage the CEO to collaborate with the PR team to create messaging that addresses concerns, shows accountability, and clearly outlines steps for resolution. The PR team's expertise in tone and language can prevent misinterpretations that might worsen the situation. A well-crafted message is key to rebuilding stakeholder confidence.

Crafting a message in crisis communications is similar to designing a service blueprint—it needs to be clear, purposeful, and user-centered. I’d advise that the message is co-developed with the PR team to ensure it reflects both the CEO’s intentions and resonates with the public’s emotions and expectations. A well-crafted message can turn a potential crisis into an opportunity for connection and trust-building.

In service design, we continuously test, learn, and iterate. Crisis communications should follow a similar path. I’d recommend setting up a system to regularly evaluate the public’s response, adjust messages as needed, and keep the communication transparent and adaptable. This not only demonstrates accountability but also shows that the company is listening and willing to improve as the situation evolves.