I was speaking recently with the founder of a successful medium-sized business shortly after we had worked together to navigate a reputational crisis which, at the moment, looked as if it could threaten the business’s future.
In addressing the issue, the company leaders overcame the urge to panic. Instead, they called me, and we methodically corrected misinformation, reached out to clients and funders directly about the issue, and decided quickly not to engage with critics on social media.
In one sense, the crisis was a random event caused by an unexpected set of missteps by others. There was no way the company could have prevented it.
But our conversation turned to whether they could have been better prepared for it — and if planning in advance for a crisis that may or may not happen would generate confidence or uncertainty among employees and clients.
During the life span of any institution — be it a corporation, nonprofit, university, or association — something beyond your immediate control could threaten your reputation. Whether that’s employees behaving badly, contractors making mistakes, or weather and world events affecting operations, you need to be ready. Key planning steps include:
- Establishing a “horizon scanning” process to identify potential crises before they arise (even by a few hours).
- Preparing communications templates that can be quickly tailored to meet the moment’s needs.
- Knowing your most important stakeholders and the best way to reach them so they hear about problems from you first.
Most importantly, a crisis communication strategy should connect to a broader crisis strategy that includes operational and policy steps to protect your mission. Public statements should always reflect your response, not drive it.
Some organizational leaders tell me they worry that preparing for a “doomsday scenario” during quiet times might make employees feel like they’re always on high alert or undermine stakeholders’ confidence.
In fact, the opposite is true, as this business owner learned. Lack of confidence stems from not knowing what to do when a problem erupts.
No organization, no matter how well-run, can be entirely crisis-resistant. There are too many internal and external factors that impact daily operations. But with good planning, your organization can be crisis-resilient, ready to respond when situations arise. Planning should come from a place of strength, not fear — like when a university makes plans each year to reschedule classes or shelter students in case of a hurricane.
At BandOne, crisis resilience is one of the three pillars of our work, alongside guiding clients to craft a consistent, value-aligned message and to develop a communications strategy that defines goals, roles, and processes for speaking with one clear voice.
Unexpected challenges can leave even the most experienced teams feeling unprepared, risking trust and credibility. Being ready with proactive, nimble strategies can help you respond today, protect your reputation tomorrow, and navigate issues with confidence.