NAVIGATING CLEAR WATERS: THE CRISIS COMMUNICATIONS PARADOX

“In the nicest possible way, I hope we don’t see you again for ages!”

It’s a joke I’ve heard more than once from my clients, and I always enjoy it. After all, crisis communicators generally only pop up when something has gone badly wrong. However much they might like me, no organisation would choose to experience the kind of incident, accident or reputation-threatening issue that might lead them to get in touch.

This is especially true when I’m brought in to support an organisation during a one-off crisis, without an ongoing relationship in place. But what does it say about my longest-standing clients? Have the schools and other organisations who’ve worked with me since 2012 been in a constant state of crisis for 13 years?

Of course not… and here’s the paradox.

At first, clients are drawn to retained crisis communications support as a kind of insurance policy, whereby they’re keen to ensure an immediate response if something goes wrong. So far, so good. But then we begin to meet on a regular basis, whether or not a crisis has occurred, and a deeper, more valuable benefit emerges. It comes from talking about whatever is going on under the bonnet of their organisation.

Nothing is off the table in this private space: we chat about recent successes and challenges, the comings and goings of key staff, problems with recruitment, forthcoming inspections, safeguarding or compliance. They trust me with concerns about financial turbulence or, in easier times, their plans for growth. We discuss how any political or regulatory changes in their sector might affect them. Often, the leaders I talk to don’t actually have anyone in their organisation they can have these conversations with. They see me as a trusted sounding board, knowing that I already know the skeletons in the closet as well as the achievements, and that they’ll get an honest, impartial response. 

What does this have to do with crisis communications? The answer is that we look at everything through a risk-based lens. Of course, risk is intrinsically linked to reputation, and reputation unlocks success… if you take steps to protect it. When you’re a leader, it can be hard to accurately anticipate what something looks like from the outside. And that’s where I come in.

Sometimes in these conversations, the risk of things going pear-shaped seems low. At other times, a client might mention something which rings alarm bells for me that they hadn’t expected. It might be a complaint they’ve received which could attract negative media attention. It could be an internal dispute that risks spilling over. Whatever it is, if any of the issues then start to spiral in the wrong direction, my leaders are already on the front foot. We’ve already done the groundwork and can hit the ground running with a narrative that’s honest and effective. Very often, though, the discussion leads them to take steps to stop a potential problem in its tracks, saving untold amounts of stress, reputational damage and – yes – money.

Making sure you’re not ambushed by a potentially-navigable problem is nothing new. I recently stumbled across a fascinating document published by the US Government in 1943 for naval personnel, entitled Lookout Manual.  It explains the critical role of a ship’s ‘lookout’ – the person responsible for spotting threats on the (literal) horizon.  In words that should resonate with today’s leaders, it explains, 

‘Your job is to sight objects, not only before anyone else in the ship, but also in time for all hands to man battle stations before an attack develops, or for any other action that may be necessary.

Unflinchingly, it concludes:

‘Remember that your ability as a lookout may mean the difference between a major victory and a bitter defeat’.

The stakes may be a great deal higher on the battlefield than in most organisations today, but the principle is timeless.

Whatever your organisation does, if you’d like to take steps to protect your reputation, I’d love to help. Please don’t hesitate to be in touch.