Quels sont les moyens les plus efficaces de préparer les employés à une crise ?

Anotar todo lo que puede generar crisis y dialogarlo con el equipo. Los empleados deben estar informados sobre la crisis lo antes posible. La comunicación debe ser clara, concisa y precisa. Debe proporcionar información sobre la naturaleza de la crisis, las acciones que se están tomando para abordarla y los recursos disponibles para los empleados. Entrenarse en atención a crisis. El plan de comunicación debe definir quién será vocero interno y qué información se compartirá y cómo se comunicará la información. Tener un comité y manual de crisis. Realizar simulacros de crisis para ayudar a los empleados a prepararse para una situación real.

When I plan my Internal Comms strategy, I start with assessing the current situation: the risks (for example overcrowded comms landscape, ‘quiet quitting’ and very short attention span); trends (for example erosion of authority, and ‘cancel culture’; opportunities (for example diverse and distributed audience that is fully digital – great for company cross-communication). By having a clear picture in which we operate, it is easier to prepare for any eventuality, including crisis.

One effective approach to prepare employees for a crisis involves developing a thorough crisis management plan. Conduct regular training, drills, and establish clear communication protocols. Form emergency response teams, ensure access to critical information, and focus on crisis communication training and mental health support. Embrace technology for real-time communication, ensure legal compliance, and foster cross-functional collaboration. Regularly update the plan based on feedback and lessons learned, creating a culture of shared responsibility. This holistic strategy enhances overall resilience and readiness for unforeseen events.

Crear un plan de comunicación en crisis es crucial para poder evitar problemas en el futuro. Lamentablemente, no se le toma mucha importancia en las empresas, pero parte de nuestro trabajo como comunicadores es resaltar su relevancia. Es importante evaluar todos los posibles riesgos y hacer una lista de los mismos, buscar soluciones, al mismo tiempo, alternativas para estar mejor preparados. Finalmente, es súper importante crear un equipo de voceros y designar roles a cada uno de los miembros para mejorar los tiempos de respuesta ante una crisis inminente.

There is no doubt that training is a powerful weapon. However, this training must be recurrent and cover a wide range of areas. Training represents an added value in uniting groups, in the search for solutions, putting aside the problem and looking for the solution. In addition to training, it is necessary to think about acquiring new knowledge through training, potentially agility in problem solving and better crisis management.

Improvement is a continuous process, an improvement that must seek improvement in each individual, without having the objective of being better than others.

Fear is contagious. If you are able to model courage and calm during crisis, that's something your team will take notice of and try to copy. This looks like empathy - I understand your fears. I've felt them to. This looks like courage - There's a lot of unknowns but here's how I'd like to work together through them. It looks like providing FAQs - I understand we all want answers. Here's what I do know and here's what I can share. This looks like boundaries - Hey, it's okay to take a break. You can come back to this. I'm going to recharge too. It looks an awful lot like leadership.