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CRISIS PREPARATION

“There cannot be a crisis next week. My schedule is already full.”

Preparing in advance of a problem can go a long way when it comes to protecting your reputation.  Even giving the most basic level of consideration to what could go wrong and how it might be handled can make all the difference to the future of an organisation – and bring the peace of mind that comes with being properly prepared.

 

In addition to the options below I work with many clients on a retained basis, giving them immediate access to advice and support in the event of an adverse incident occuring. 

 

What could possibly go wrong? Find out with a Crisis Communications Plan. 
Stay one step ahead with a custom Crisis Communications Plan. I'll conduct a risk assessment of the unique vulnerabilities and potential challenges that exist in your organisation - a comprehensive ‘deep dive’ to uncover where the key threats are. This forms the basis of a plan you can use to mitigate potential risks, saving valuable time and minimising the risk of reputational damage should the worst happen.

Make sure you're ready with a Crisis Training Workshop

Rehearsing your organisation's response to incidents including accidents, illness, sudden deaths, the misuse of drugs or weapons and other scenarios can prevent a crisis from escalating in a negative direction. Immersing your team in the response to a critical incident at a bespoke Crisis Training Workshop enables everyone to think through what will be needed and how to deliver it. This workshop can also be combined with media training to ensure that leaders are fully supported to deliver confident, effective interviews. 

Develop a Crisis Communications Strategy

If you're already aware of a specific, emerging reputational threat to your organisation, I'll work with you to put a comprehensive Crisis Communications Strategy in place to get ahead of the problem. Working across an organisation to consider and address the needs of various stakeholders can save immense stress (and expense) later on. 

Henry Kissinger, 1969

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