Post by Trade Coach on Feb 27, 2018 19:08:59 GMT 1
Crisis is defined as the turning point in the progress of an affair or of a series of events; a critical moment. (The new International Webster Comprehensive Dictionary). Crisis therefore is an integral part of man’s existence because at different times there must be critical turning points. Although, it is an established fact that prevention remains the best insurance for leading a crisis free existence. It is also a truism that issues arise in the life of an individual, organization or government that if not properly or professionally managed or handled, has the capacity to adversely affect entities.
In life, every individual or organization is faced sooner or later with crisis. The issues confronting society, especially in Africa, from energy and the environment to health and nutrition to corporate social responsibility, minority rights, militancy and kidnapping in the across the country, to inept and corrupt leadership, etc will not abate any time soon. This is expected because societies must continue to exist within the fabric of social, political and economic disagreement. It is an established social phenomenon.
From the foregoing therefore, it can be safely concluded that crisis cannot be wished away. If it is as stated an integral part of our existence, how well have we fared in managing the crises that has confronted and buffeted us on all fronts, as individuals, organization and government at all levels. We can objectively conclude that we have not done well in crisis managements at all levels. The problem is both social-cultural as well as institutional. But this has also set the stage for experienced and knowledgeable crisis managers to skillfully navigate and effectively communicate and turn crisis into opportunity. It becomes important to give some background to how poorly equipped we are in managing crisis. It would be recalled that a lot of waffling and discordance attended President Muhammadu Buhari trip abroad for medical treatment last year. It was so badly managed that the entire government information machinery was in quandary.
Fundamentally, there has to be the development and deployment of a clear and straight forward position. In crisis, waffling is unacceptable. Also, a high degree of flexibility is desirable to make for quick response to changing developments. And there has to be at all times an insistence on the underlying position on an issue. The Intercontinental Bank Plc case comes in to help buttress this point. In the face of the heavy campaign of calumny unleashed against the organization, there was a very strong existence on its part that the claim of illiquidity is balder dash. The bank’s position all through was that it has not failed in meeting its obligations to all its stakeholders (both depositors and shareholders).
In managing a crisis, there has to be a commitment in co-operating with the media. Over and again, the poor handling of the media in a crisis has accounted more often than not in exacerbating the crisis. A short hand approach to communicating in crisis would include the following ten general principles: Speak first and often; don’t speculate; go off the record at your own peril; stay with the facts; be open, concerned and not defensive; make your point and repeat it; don’t war with the media; establish yourself as the most authoritative source, stay calm, be truthful and cooperative and never lie.
Equally, significant in a crisis, a communications point person should be appointed and a support team established. It is the point person’s job – and his or hers alone – to state the client’s, organization’s or government’s position. This is so vitally important because discordance can only compound crisis. This is of strategic importance because every call is close one and there is no guarantee of success on any course of action taken. One thing is however clear that a point’s person and support team of professional will see it as the ultimate test and will do all that is possible to help a client, or organization navigate through the shoals of crisis. The crisis of course, has to keep in perspectives. Most often, there is an under reaction at the start of a crisis and over reaction when it builds there should be a continuous monitoring and evaluation process. The pulse of all stakeholders should be taken and a conscious determination to weigh the effectiveness of the messages. There should be a constant check on which aspects of the programme that are working and that are not. Adjustment must be made accordingly.
Also in a crisis situation, there is the need to activate third party support. This support becomes vitally important as an objective party which impressive credentials is most likely to impact positively on one’s case. We live in a world where we must always prepare for crisis. The passing shot on this piece will come from Joe Marconi, the award winning author of “The Complete Guide to Publicity, Image marketing”. In his very profound submission, he claims there is people who claims there are people who claim” It can’t happen to us”. He advised, don’t be so sure. “The possibilities of a crisis are endless; natural disasters, equipment breakdown, sabotage on the internet, work place violence, a product recall, litigation etc. There is the need to rise above complacency. Be a good Scout. Be prepared!”
In life, every individual or organization is faced sooner or later with crisis. The issues confronting society, especially in Africa, from energy and the environment to health and nutrition to corporate social responsibility, minority rights, militancy and kidnapping in the across the country, to inept and corrupt leadership, etc will not abate any time soon. This is expected because societies must continue to exist within the fabric of social, political and economic disagreement. It is an established social phenomenon.
From the foregoing therefore, it can be safely concluded that crisis cannot be wished away. If it is as stated an integral part of our existence, how well have we fared in managing the crises that has confronted and buffeted us on all fronts, as individuals, organization and government at all levels. We can objectively conclude that we have not done well in crisis managements at all levels. The problem is both social-cultural as well as institutional. But this has also set the stage for experienced and knowledgeable crisis managers to skillfully navigate and effectively communicate and turn crisis into opportunity. It becomes important to give some background to how poorly equipped we are in managing crisis. It would be recalled that a lot of waffling and discordance attended President Muhammadu Buhari trip abroad for medical treatment last year. It was so badly managed that the entire government information machinery was in quandary.
Fundamentally, there has to be the development and deployment of a clear and straight forward position. In crisis, waffling is unacceptable. Also, a high degree of flexibility is desirable to make for quick response to changing developments. And there has to be at all times an insistence on the underlying position on an issue. The Intercontinental Bank Plc case comes in to help buttress this point. In the face of the heavy campaign of calumny unleashed against the organization, there was a very strong existence on its part that the claim of illiquidity is balder dash. The bank’s position all through was that it has not failed in meeting its obligations to all its stakeholders (both depositors and shareholders).
In managing a crisis, there has to be a commitment in co-operating with the media. Over and again, the poor handling of the media in a crisis has accounted more often than not in exacerbating the crisis. A short hand approach to communicating in crisis would include the following ten general principles: Speak first and often; don’t speculate; go off the record at your own peril; stay with the facts; be open, concerned and not defensive; make your point and repeat it; don’t war with the media; establish yourself as the most authoritative source, stay calm, be truthful and cooperative and never lie.
Equally, significant in a crisis, a communications point person should be appointed and a support team established. It is the point person’s job – and his or hers alone – to state the client’s, organization’s or government’s position. This is so vitally important because discordance can only compound crisis. This is of strategic importance because every call is close one and there is no guarantee of success on any course of action taken. One thing is however clear that a point’s person and support team of professional will see it as the ultimate test and will do all that is possible to help a client, or organization navigate through the shoals of crisis. The crisis of course, has to keep in perspectives. Most often, there is an under reaction at the start of a crisis and over reaction when it builds there should be a continuous monitoring and evaluation process. The pulse of all stakeholders should be taken and a conscious determination to weigh the effectiveness of the messages. There should be a constant check on which aspects of the programme that are working and that are not. Adjustment must be made accordingly.
Also in a crisis situation, there is the need to activate third party support. This support becomes vitally important as an objective party which impressive credentials is most likely to impact positively on one’s case. We live in a world where we must always prepare for crisis. The passing shot on this piece will come from Joe Marconi, the award winning author of “The Complete Guide to Publicity, Image marketing”. In his very profound submission, he claims there is people who claims there are people who claim” It can’t happen to us”. He advised, don’t be so sure. “The possibilities of a crisis are endless; natural disasters, equipment breakdown, sabotage on the internet, work place violence, a product recall, litigation etc. There is the need to rise above complacency. Be a good Scout. Be prepared!”