Gérer les attentes contradictoires des parties prenantes dans une crise de relations publiques. Comment naviguez-vous dans le chaos ?

You’ve got to assess quickly—think of it like checking your phone for texts when the battery’s at 1%. What’s the most urgent? Prioritize the voices with the most impact, be honest about what can wait, and communicate like you’re updating a friend. I remember when Maggi noodles faced that major crisis in India. They were pulled off shelves, but Nestlé didn’t lose their cool. They knew they had to calm the storm – customers wanted their noodles back, the government wanted safety, and the media wanted a story. By addressing concerns head-on, immediately, reassuring everyone, and staying true to their brand, they navigated through and came out stronger.

let's say, you're in the middle of a storm, and everyone around you is screaming for different things. One wants an umbrella, another a life jacket, and a third, a cup of tea. Amul is a brand that mastered turning potential crises into opportunities. When navigating conflicting expectations, they align everyone with a common goal. Your messaging should be like Amul’s – clear, consistent, and clever. Address each concern with empathy but maintain the brand’s voice. It’s about finding that sweet spot where everyone feels heard, even if they don’t get everything they want. It’s like serving chai that’s just the right temperature for everyone – warm enough to soothe nerves but strong enough to show you’re in control.

Para lograr elaborar mensajes "a la medida" en forma más eficiente y enfocada, puede valer de mucho tener un Plan de Crisis (o "Plan de Situaciones Especiales") en el que se hayan visualizado quiénes son los principales actores en diferentes escenarios de crisis. Es verdad, es imposible prever todos los casos, pero tener un Mapa de Actores y algunos escenarios posibles, ayudará mucho a evitar que se nos quede por fuera un actor importante y será crucial para elaborar los mensajes correctos a las personas adecuadas, en forma oportuna.

En mi opinión, el primer canal de comunicación es el contacto persona a persona, o personalmente en forma virtual. Esto requiere que los representantes de la empresa (u organización) estén preparados y entrenados para ello. Es esencial que el lenguaje verbal y no-verbal sea coherente, tranquilizador, empático y que denote credibilidad. Los demás canales servirán para reforzar lo que se les comunique en persona.

Lograr una retroalimentación de valor por parte de los stakeholders es una responsabilidad de los representantes de la empresa. Su "radar" debe estar bien afinado y eso solo se logra con entrenamiento y simulaciones. La gestión de comportamientos ambiguos u hostiles solo se logra con la práctica y no deberíamos tener que esperar una crisis para empezar a aprender estas técnicas.

As a communication coach, I’d suggest taking a structured approach: map out the stakeholders, evaluate their influence, and communicate transparently with each group. I remember how Tata Nano's marketing team faced a PR storm when safety concerns hit the headlines. It was a mess! But they didn’t panic. They quickly assessed the stakeholders who mattered most, like customers and investors, and prioritized their communication accordingly. The key is to assess the situation as if your life depended on it—speed, precision, and clarity are everything.