Prepare your company for crisis

If you paid attention to recent events, you know that a crisis can strike any business at any time. Dont think for a moment that it cant happen to you. Enron didnt expect to make scandalous headlines. Natural and manmade disasters happen all the time and often without notice. No one knows when or if events like Sept. 11, SARS, anthrax or a tornado or accident may occur. headlines. Use these 10 steps to gain the advantage and proactively prepare for the worst.

(PRWEB) August 10, 2003 -- If you paid attention to recent events, you know that a crisis can strike any business at any time. Dont think for a moment that it cant happen to you. Enron didnt expect to make scandalous headlines. Natural and manmade disasters happen all the time and often without notice.

No one knows when or if events like Sept. 11, SARS, anthrax or a tornado or accident may occur. In these times, every business in every community must prepare. Otherwise, you risk the possibility that the media will drag your company through the ringer and allow the public to judge you by scandalous front-page headlines.

Even if its not a scandal, it could result in a devastating event that stops operations for an extended period. No one hopes for or expects such tragedies in the local community, but you never know. Preparation is key. The following steps are great tips for forming a crisis communications plan for your business.

Use these 10 steps to gain the advantage and proactively prepare for the worst.

1. Identify your crisis communications team - a small group of senior executives. Ideally, the company CEO leads with the top public relations executive and legal counsel as chief advisers.

2. Identify spokespersons. They are the only ones authorized to speak for the company in times of crisis. Some executives are brilliant at business, but not very effective communicators.

3. Spokesperson training. Well-intentioned executives believe they dont need professional training on how to speak to the media. Beware. Aggressive reporting and not knowing how to get the most important news" across to the interviewer can devastate your company.

4. Establish communications protocols. Establish an emergency communications tree" and distribute it to all company employees, telling them what to do and who to call if theres an actual or potential crisis.

5. Identify and know your audiences, internal and external. Remember your employees, the community, media, customers, private investors, SEC requirements and regulatory agencies.

6. Anticipate crises. Be proactive and brainstorm potential crises. Modifying existing methods of operation can prevent many crises. Plan layoffs, acquisitions and other news. Plan them well to avoid operating in crisis mode.

7. Assess the situation. Reacting without adequate information is a classic shoot first and ask questions later" scenario. With proper planning, you can follow your own crisis plan.

8. Identify key messages. Keep it simple with no more than three main messages for all audiences and a few messages targeted specifically at key audiences.

9. Decide on communications methods. Brief employees, clients, prospects and investors personally or send e-mails, letters, newsletters or faxed messages. Distribute news releases, letters or hold briefings and news conferences for the media.

10. Ride out the storm. Some of your audiences will not react the way you want them. Take an objective look at the reactions. Decide if making an additional communication is worth the effort.

Following these steps, you have a plan in place to use at any time in the event of a crisis. Provide copies to all department heads and managers. Keep copies of this plan available in hard copy and on the computer network. Once your plan is developed, keep it handy for review and schedule practice drills. Having a mock crisis helps you prepare for the real thing. The crisis team should meet twice a year to review and update the plan. The team should also evaluate the plan after each mock crisis.

Jonathan Bernstein and Jason Mudd

Jonathan Bernstein is a public relations and strategic communications counselor, specializing in all aspects of crisis management. He is president and CEO of Bernstein Communications, headquartered in Los Angeles. Bernstein Communications serves clients that may suffer or are suffering threats to people or property, reputation damage, business interruption and, if publicly held, loss of share value. Reach him at jonathan@bernsteincom.com.

Jason Mudd, APR is a public relations and corporate communications counselor. He is president of Jason Mudd & Associates Public Relations and Marketing in Jacksonville. He helps organizations of all sizes create strategic communications programs, including crisis communications, publicity and media relations. Reach him at jason@jasonmudd.com.