What NOT to do in a crisis communications situation

In times of crisis, a leader has so many things to consider: Are people okay? What should I say? What should I NOT say?The choices can easily overwhelm you.

In a panic, it’s easy to make short-term decisions in an attempt to make the chaos go away. However, it rarely passes quickly and without any fallout – either internally or externally.

If you find yourself doing any of these five things, STOP:

One: Call a friend inside a media organization

As your brain spins, you may think, “I know Bob works at ABC Media Company. Maybe he can help or give me some advice.” Bob may sell ads or send out invoices, but  you think he knows how the newsroom works and what to do next.

First, you’ve now begun to leak information to a person outside your circle and that could come back to bite you. Further, if Bob goes to an editor and talks to them about your predicament, he’s going to tell them what he knows and potentially ask for a favour on your behalf.

This only increases a journalist’s suspicion and gives them information they can use for probing questions. Most reporters and editors are compelled to share truthful information without filtering it the way you want. Now, they can smell blood in the water.

Image by Ante Hamersmit courtesy of Unsplash.com

Two: Shut down and avoid phone calls

Hiding from what happened only allows speculation and rumours to grow. It makes you look guilty and uncooperative, fueling imaginations to run wild.

Even if you’re still trying to find out what happened, send out signals that you will be in touch. That gives people reassurance that their funds, jobs or whatever will be handled. Say that you want to share accurate information, which is hard for people to dispute.

Three: Deliver different messages to different people

Tell your employees one thing and they will relay those messages to their friends and families. When those details don’t match what they see in media reports, questions will arise.

Take the time to scope out clear messages for all audiences. It may delay the release of details, but it’s worthwhile.

Image by Artem Beliaikin courtesy of Unsplash.com

Four: Point fingers

Sure, someone else dropped a ball. But true leaders accept responsibility because they have created a culture and systems that hold people accountable.

Now, it’s your turn to step up and face the music. Own the error.

Five: Lie or bend the truth

When you don’t come completely clean, you open yourself up to leaks and different interpretations. Typically, someone else will blab and give the story new life.

Clarity is your friend at this stage. Clearly state what went wrong and how you’ll deal with it. If you have to backtrack and recant, you lose trust and your brand – personal and professional – will suffer.

So, what now?

Rather than starting with a blank page, you can learn from others who have been through this before. A crisis communications plan template will slot in what you need to decide and when to share certain messages. 

Of course, there's more to it, but by breaking it down into steps, you escape the next layer of chaos so you can focus on the road ahead.

As a board member, I have faced surprises that could have derailed an organization. By calmly guiding the team through the choppy waters, outsiders barely detected a ripple. 

Coupling that with my extensive media background also helps me anticipate what reporters will ask and how to stay one step ahead.If storm clouds gather, I can help you become a beacon of hope for others. By making that call early in the process, you save yourself a heap of trouble.