| Rigorous preparation is the most important factor in | | | | set up and ready to go. |
| protecting the corporate reputation in the event of a | | | | * Form a crisis team - convene a small team of |
| crisis. More than that, research shows that thorough | | | | individuals with the relevant expertise and personal |
| preparation actually reduces the likelihood of a major | | | | qualities necessary to handle a crisis. But remember, |
| crisis happening in the first place. This is because the | | | | you will still need to run the rest of your business, and |
| preparation phase highlights flaws and vulnerabilities | | | | ensure you have deputies for all team members. |
| that can be addressed, and creates a heightened | | | | * Identify and equip a training room - a dedicated room |
| sense of crisis awareness and vigilance that acts as | | | | containing items such as direct phone lines, Wi-Fi, fax |
| an early warning system to snuff out potential crises | | | | machine, TV, crisis manual, telephone contact list, |
| before they escalate and emerge. So engaging in | | | | whiteboards, flipcharts and so on. An adjacent quiet |
| crisis preparation and prevention is one of the best | | | | room, in which statements and other documents can |
| investments you can make. | | | | be prepared, is also useful. Make sure that these |
| What are the key areas you should address? | | | | rooms are out of range of camera lenses. |
| Here are some of your first steps to protect the | | | | * Prepare a crisis manual - a set of clear processes |
| corporate reputation: | | | | and materials is an invaluable aid to effective crisis |
| * Compile a list of reputation risks - involve colleagues | | | | management. But make sure it is not so large and |
| from different functions in this process to ensure you | | | | detailed that it is unusable in a real incident. |
| cover as many threats as possible. Encourage people | | | | * Train the crisis team - make them familiar with crisis |
| to think worst case scenario rather than adopting an | | | | procedures, test them using simulations, and put |
| attitude of "it could never happen here". | | | | spokespeople through professional media training. |
| * Identify your stakeholders - these are likely to include | | | | * Make your crisis planning come alive - re-visit the |
| emergency services, regulators, bodies, employees, | | | | manual regularly, plan a schedule of training courses, |
| even competitors and suppliers, as well as the media. | | | | and build bridges with your stakeholders before a crisis |
| Make sure you have up to date contact details always | | | | occurs. |
| to hand. | | | | Preparation is essential if organisations want to protect |
| * Work out the best communication methods to reach | | | | their corporate reputation in the event of a crisis. |
| your stakeholders in a crisis - this can vary from simple | | | | Sound judgment and skillful leadership will also be |
| telephone calls, emails and briefings through to media | | | | required, but having strong foundations on which to |
| interviews and press conferences. Don't overlook | | | | apply these skills provides a significant headstart. |
| online channels: for example, have Twitter accounts | | | | |