What do you do if your organization is facing a crisis and your reputation is at stake?

Absolutely, in a crisis, swift and thorough assessment is crucial. Gathering pertinent information allows for a comprehensive understanding of the situation's implications and aids in developing an effective response strategy. This proactive approach not only addresses immediate concerns but also mitigates potential long-term repercussions.

A regra é clara: comunique-se! A transparência é essencial para um bom relacionamento com o público interno, imprensa e demais públicos durante uma crise. O silêncio só gera especulações e reforça “fofocas”. Quando a empresa fala abertamente, se torna a fonte oficial de informação. Sabendo que os colaboradores são os principais promotores ou detratores da marca, lembre-se de que, mesmo se não estiverem diretamente envolvidos com a crise, eles representam a imagem da organização e precisam estar alinhados sobre o seu posicionamento e suas estratégias.

Keep facts accurate, share what you do and don’t know, focus on using one executive to communicate and keep messaging consistent. Employees want to feel safe and reassured during this time, so having one person they can count on to talk them through it helps; HR can follow up separately on one-on-one instances, but when it comes to speaking to everyone all at once keep it simple. Use concise, clear language and direction, provide reassurance and consciously use the same wording you plan on using externally.

A crisis can cause real anxiety for colleagues so ensuring you follow the earlier outlined steps of clear, consistent and regular communication is a must. Your colleagues are also going to be one of the biggest determinants in how fast and how well your org recovers from a crisis, and they’ll be the first face of your org to customers and suppliers etc. Keep that in your mind as you navigate crisis and ensure they've all the relevant information at their fingertips to support them in their role. It could be a pivotal reason you weather a crisis.

Il est clair que le soutien des équipes est un atout pour préserver le moral de tous. L'écoute active, voire des cellules particulières (tout dépend de la crise). Je dirais qu'être présent et disponible sont des qualités managériales à développer si elles ne sont pas acquises. Peurs, doutes, questionnements ou identifier les éléments de résistance permettront d'aller chercher des leviers nécessaires et adaptés à leur besoin ! En temps normal et surtout en temps de crise, il faut avancer collectivement et main dans la main.

Numa situação de crise tem alguns ingredientes necessários e indispensáveis: . Comunicação rápida e constante. . Canais bem estabelecidos . Liderança envolvida e preparada . Espaço para receber dúvidas dos colaboradores.