An ounce of prevention is worth a pound of cure.
Communicating in a time of crisis
2022 has been nothing short of a crisis. From the Omicron outbreak kicking off the year, the Russian invasion of Ukraine and the widespread flooding along the east coast, we are experiencing many (dare I say) unprecedented events unfolding.
First and foremost, both the destructive events of the war and the floods are incomprehensible, and I have shared some links below if you would like to offer support to those affected.
As a communicator I think it’s important to reflect on best practices for managing an issue, ideally before it becomes a crisis or similarly reviewing some examples of leadership within a crisis to understand what has worked and what has landed flat.
Communicate clearly, communicate often
The most fundamental action when caught in a crisis is to communicate clearly. Regardless of stakeholder group it is crucial to speak plainly to avoid any confusion. As a business entering a crisis it’s important to focus on what information you have and how you can effectively deliver it in a clear and authoritative way.
An example of a leader excelling at this was Former NSW Premier Glady’s Berejiklian. Regardless of your political view, her clear and informative 11am press conferences with Dr Kerry Chant during the 2021 outbreak was an effective tool in communicating clearly and communicating often.
Be truthful and authentic
A crisis by its very nature is dynamic and high pace, things can change hour by hour. It is therefore essential as a spokesperson to be honest with your audience and explain the fluidity of the situation, while simultaneously providing assurance.
Ukrainian President Vladmir Zelenskyy has exemplified this authenticity which has led to global admiration. He has demonstrated true comradery since the war began, most notably his sit-down press conference on the 3rd of March in which he clearly articulated his political asks and demonstrated his own humanity by explaining the truth of the situation on the ground, see here.
Respond rather than react
In a time of crisis people are in a heightened state of stress, they need reassurance above all else that the situation is been handled. If you can’t give definitive answers, then a sense of stability is essential. Even in the chaos, as a leader you must try to respond and act rather than purely reacting off instinct to every incident. Unlike Trump’s response to a reporter enquiring about his COVID-19 approach, here.
Tailor messaging to your audience
Depending on the severity of the crisis and your business model, your audience channels will all need a different message. What might be appropriate for internal stakeholders may not be what media or clients need to hear. Therefore, it is essential to factor this into your communication program to avoid confusion.
The above provides some examples of what you should do when managing a crisis, however there is also consideration for what should be avoided.
Don’t hide
As a leader facing down the barrel of a crisis you cannot hide. Not from the public or your internal stakeholders. Prime Minister Morrison has recently been heavily criticised by the public for not inviting media to his visits of the flood affected areas in Lismore and surrounds. In his press conference he insisted it was out of respect for the people affected. However by not inviting media on his tour it appeared he was evading difficult questions and not been transparent, see here.
I agree with the Queen that sometimes the best action is no action, but this cannot be applied when in crisis. You must be visible and accountable even when the rubber hits the road.
Overcomplicate messaging
Clear and direct communication is essential when managing a crisis. Don’t try to overcomplicate wording or public addresses with unnecessary rhetoric, you can save that for the post crisis analysis. Keep your focus narrow and your objectives clear rather than filibustering unnecessarily, your audience needs clarity.
Make promises you cannot keep
There are is no place for false promises during a crisis. This breaks people’s trust and erodes the goodwill you have established by being honest and transparent. Keep the message clear and don’t over promise. Explain instructions or information may change, but reinforce you’re committed to delivering the most updated accurate advice.
Moving forward its essential for businesses to hope for the best while preparing for the worst. A proactive approach like the one outlined below can support if faced with a potential issue, regardless of business size, prevention is often the best cure.
1. Develop an issues management plan
2. Prepare spokespeople with sufficient training
3. Practice a consistent communication program with internal and stakeholders to establish trust and credibility before a crisis emerges
Support for Ukraine resources
Supporting local media outlets
Support for flood affected areas
Mental health support
Lifeline 13 11 14
Beyond Blue 1300 22 4636
Headspace 1800 650 890
[1] An ounce of prevention is worth a pound of cure, Benjamin Franklin