How do you add PR crisis management to your PR plan?

Yes, proactive risk assessment is key to crisis preparedness. It is more about identifying key issues, areas of conflict, policy uncertainties, changing consumer preferences, etc. All of these can potentially turn into a crisis situation. Furthermore, identifying potential sources of risks such as product non-performance, customer complaints, legal issues, ethical breaches, cyberattacks, natural disasters, etc. is part of the risk assessment process.

Crisis management does not start with the crisis Organisations that respond well to a crisis invest in crisis preparedness and stakeholder engagement as an ongoing management practice. There is a ‘SWAT’ team that is always engaging with internal and external stakeholders – employees, customers, investors, regulators, and media and has established open lines of communication and collaboration, understands varied interests at play, and works with all on issues of real importance. This team has a 360 view of the industry and the business and is focussed on protecting the company's 'license to operate' in the non-market arena i.e. regulatory, policy, political, activist, etc.

It is necessary to bring-in external expertise to assist the management not only during the crisis but, on an ongoing basis. This is because what is needed is a constant 'outside-in' perspective, someone who frames issues from the lens of stakeholders and also provides candid feedback when the management really needs it. This expertise could come in the form of legal counsel, public relations and communication specialists, crisis management consultants, and so on. These experts can provide insights and learnings from other such situations that they may have handled or studied and that perspective is useful in scenario planning and while navigating the crisis.

The crisis management team, experts argue, should focus on executing a communication plan that includes messaging for internal and external stakeholders. It should include regular updates on the situation and steps the company is taking to course correct. Clear and consistent communication always helps to reduce confusion and panic and protects or restores stakeholder trust. Timothy Coombs's "The Handbook of Crisis Communication" is a good playbook for strategic planning and the development of pre-crisis plans and post-crisis evaluations.

The core message is that effective corporate crisis management, including issues management, has to be a board-level, management function and not a reactionary tactic. This is critical for organizations that want to protect their reputation and maintain stakeholder trust. Organisations should strive to continuously improve their crisis management capabilities to be better prepared for a future crisis, which is always lurking around the corner.

Considered crisis management includes understanding your reputation amongst key stakeholders. Not just your customer base, but other audience groups who will have a say on your future. Individuals like MPs, maybe journalists etc. Without understanding your reputation, you are flying blind when it comes to crisis management.