“If you don’t tell the truth about yourself, someone else will.”
“Don’t wait until a crisis occurs to start developing key relationships.”
“Your brand is what you do, how you do it and why.”
This week I’ve been gaining these nuggets of knowledge and others as I finish my last master’s degree residency at Syracuse University. I’m fortunate to be in a crisis communications class under the direction of retired Col. F. William Smullen III. Serving in roles such as the chief of staff for former Secretary of State Colin L. Powell, special assistant to two Chairmen of the Joint Chiefs of Staff, and chief media relations officer for the Department of the Army, he knows his way in, around and out of crises of every shape and size. All week I’ve been listening to his accounts of crisis communications experience from his first issue when women were initially permitted into West Point in 1976 to advising on the 2003 space shuttle Columbia disaster to being a subject matter expert for the media on international crises today. My pencil can’t move fast enough to take all the notes I want from his stories. As he douses the class with best practices, the crisis communications lessons take on a whole new meaning.
How leaders fail in crisis communications
To say Smullen is well versed in crisis communications would be an understatement, and I’m learning much and more in his class. From his lectures and insights, I could write an entire book. In fact, he just published his book full of lessons learned from his 50 years of experience, and since I was the lucky drawing winner for a copy I haven’t been able to put it down. For the brevity of a blog post, though, I wanted to share just one lesson he’s taught.
When it comes to crisis communications, if you’ve waited to develop your relationships until the crisis strikes, you’re too late. One of the key relationships public relations practitioners need to already have in place is the one with the boss or client. If you haven’t already established trust with the leader, then you’ll be climbing uphill throughout the event. Our bosses and clients deserve 100 percent effort in helping them succeed, therefore helping us and the entire organization to succeed. When our leaders fail, we fail with them.
Smullen says there are 10 common ways leaders and, and by proxy, PR professionals can fail in crisis communications:
1. Failure to plan
“If you fail to plan, plan to fail.” Crisis communications plans are a must. In the moment a crisis strikes, you need to be able to grab your plan and move into action.
2. Failure to determine and follow a hierarchy
Different members of an organization have different and valuable skill sets. Before the crisis strikes, know where these people are the most needed and train them for their specific tasks. When the crisis strikes, make sure they are there.
3. Failure to be visible, present and attentive
Many crises can be prevented or at least better managed if you spend the time being out and about among your employees and your publics. Keep your eyes and ears open and head off potential issues before they become full-blown crises.
4. Failure to listen and comprehend
Resist the urge to surround yourself with like-minded individuals. You need the contrarians in your inner circle to present the sides of the issue you haven’t thought of, and you need to listen and act on their opposing views.
5. Failure to effectively communicate
The best way to communicate in a crisis is honestly, unambiguously and with impact. Your stakeholders need to know what’s going on and how you’re going to fix it, clearly.
6. Failure to try new things
If there is a better and more advanced way, like social media, to communicate with your publics in a crisis, don’t be afraid to try it. Too many times we get stuck in our ways, and we miss the opportunities to make better and stronger connections.
7. Failure to give up control
Understand in a crisis you won’t have an iron grip on everything that is being said about you. Work with your communities to be part of the conversation and shape the outcome, but leave enough room for your stakeholders to be active participants in the conversation.
8. Failure to act
Going back to No. 1, put your plan into action as soon as the crisis presents itself. You do no one any good hiding behind your desk, afraid to face the problem directly.
9. Failure to lead
Employees and community members will look to your leader for guidance and to set the example. If he fails to lead, to be present, then they will follow whoever steps into that void, be it for better or worse. Help your leader step into his role and take action.
10. Failure to evaluate
You can’t improve a process if you’re blind to how well it’s being received. Throughout a crisis, consistently ask and look to see what’s going right, what’s going wrong, and what can go better. Make improvements throughout the process, and after the crisis is over, be sure to take note of the lessons learned for next time (and there will be a next time).
How do you prepare your leader for crisis communications?
Smullen offers tried-and-true advice for effectively handling a crisis, explaining how crisis communications is about recovering from a negative event, walking away with lessons learned on how to be a stronger and better organization. In what ways are you helping your boss or client to succeed during a crisis?
