| When a crisis hits that could damage your reputation | | | | that void. It can be much more difficult to counter |
| your staff may not, necessarily, be at the top of your | | | | rumour and hearsay once it has had time to fester. |
| priority list. Someone, however, needs to take on the | | | | You will, of course, need to make a judgement call |
| responsibility of keeping them informed otherwise there | | | | about the level of information that staff should know. |
| is a risk of losing their loyalty and causing further | | | | Some will need to know more than others - you'll need |
| damage to your reputation. | | | | to draw on your PR experience and expertise to craft |
| Why are they so important? | | | | the messages to allay any concerns and fears while |
| Your staff are your ambassadors - they represent | | | | outlining clearly what is being done to resolve the |
| your company in the community. Meet the needs, and | | | | situation. |
| support, your staff and they will speak well of you. | | | | What do staff want to know? |
| How you deal with the crisis and manage your | | | | The questions staff have will very much depend on |
| communications to them is just as important as the | | | | the nature of the crisis but might include: |
| crisis itself. Also, you need to make it clear to any 'front | | | | - What has happened? |
| line' staff what they can and cannot say in response | | | | - Who/what is affected? |
| to questions. Some crises may involve legal issues | | | | - How did this happen? |
| regarding responsibility so you need to keep that in | | | | - Who is to blame? |
| mind. | | | | - What is being done to put the situation right? |
| Your staff are your eyes and ears - you need them | | | | - How will this impact on product/service delivery? |
| on side, not feeling isolated. They will be able to alert | | | | - Are jobs at risk? |
| you if something suggests the crisis is more far | | | | It's important to put a plan in place for your |
| reaching than you first thought. | | | | communication in relation to crisis handling. When, how |
| Any press and media could approach staff to get their | | | | and how often you communicate with staff is a |
| views on a crisis - it's important that you are made | | | | significant element of that. Someone needs to own |
| aware of such approaches as soon as possible. | | | | that responsibility and ensure that tasks are completed. |
| When a crisis hits then there is a risk of a | | | | Failure to do that could escalate the situation and |
| communication void. In this case, when there is no | | | | make it difficult in bringing staff along with you |
| communication, rumour and hearsay soon step in to fill | | | | regarding future action. |