It is obvious that many business leaders feel stressed during crises. Also, the actual pandemic – which could harm the business – can be stressful.
And a fraud case often ends in corporate crisis as we can witness reading the daily news. I am sure – this isn’t’ something you want to have on our bucket list.
What I observe is, that there are too many excuses out there why communication in times of crises does not get enough focus.
With the right tools and allocation of resources communication is one of the key success drivers – if not THE KEY SUCCESS DRIVER.
How do you manage the importance of communications in difficult times within your roles and responsibilities?
With your experience of a business leader, I am convinced that you have a lot of examples where you can spot on bad, “OK” and great communication.
The great ones are the ones which supported your goal of how the messages is taken up from your stakeholders and shareholders. The bad and “OK” ones rather not.
The Myth no. 1 I hear when it comes to crisis communication is, that it cannot be practiced enough
Is that true? Let us focus on different parts to get to an answer.
Outlining the main aspects of practical (crisis) communication
I would like to mention three which are also in the event fraudulent behaviour, cyber-attacks, economic crimes, and non-compliance
– Speed (speed in communication, does not have to mean speed in handling the crisis)
– Consistency (coordination of statements)
– Openness (media availability, willingness to disclose information, honesty)
– Goal: What do you want to achieve with communication
– Target group: Who do I address
– Instructions for your own safety
– What, When, Where, Why, How
I would like to combe back to the myth no. 1: crisis communication cannot be practiced enough.
In my opinion, there are enough big and small events to practice. Even in a protected, practical setting.
How do you foster yourself and your team to do so as a preparation for the next corporate crisis?
Where are your heroes regarding crisis communication within your organisation?
What is your own communication pattern in crises?
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