Act Fast When Crisis Strikes
13 November 2013
Read by 2034 persons
Time is the number one constraint in a crisis. With 24/7 media, you need to be available at all times, while being careful not to be overwhelmed by information requests. However, acting fast does not mean acting in a hurry. Choosing a tactic appropriate to the situation must be carefully considered, otherwise the fire may spread throughout the house. Time for reflection and organization.
"The first thing to do is to assess the real risk of explosion," emphasizes Jean-Michel Hieaux of Hieaux Réus Partner. Is it a simple item in a local newspaper or an AFP dispatch? Is the related news heavy? A crisis is more likely to erupt in August in the middle of a media desert than in a denser context. If it's a sector-wide crisis, there's no need to react immediately, lest you attract attention, unless you have a new idea or are the only one not affected. "It is necessary to measure both the media potential of the crisis and what it may cost the company," explains Soizic Bevan, CEO of DDB & Co.
Taking a step back
"While crisis is a usual operating mode for politicians, business people experience it emotionally," notes Jean-Pierre Piotet, CEO of Hill & Knowlton Actis. This is where an agency can provide good advice by helping leaders keep their cool and putting things back on a rational footing.
Choosing your approach quickly
Depending on the case, different strategies are possible: admitting your mistake, completely denying it, shifting the blame to another actor, or shifting the debate to a more general problem. The important thing is sometimes to buy time to better understand what happened; however, you must always implement a truly proactive approach. "A good approach is that of sports communication: to insist on the efforts made," advises Franck Grolier, head of the Bossa Nova agency.
The advice of a lawyer can prove precious, provided you do not confuse communication and legal pressure. "If the crisis originates in a single article, you can respond to the accusations with a right of reply. But, when the phenomenon grows, there is no question of attacking all the media," stresses Me Christophe Bigot, of the SCP Lussan Brouillaud firm.
Finding allies
Another worthwhile tactic is to legitimize your discourse by involving independent personalities whose credibility and notoriety come to the aid of the company. But, to be heard, these experts must speak early enough, before the fire spreads and covers their voices.
Distributing roles
One person should be responsible for taking notes minute by minute of everything that is said and decided. At the time, this method allows you to think of everything (including remembering to call a journalist...) and, later, it will help to better understand the unfolding of the events. It remains then to organize yourself to manage the influx of information requests: clients, suppliers, press, public authorities, end consumers who are jostling to know what is happening. It is important to define in advance who will say what, to whom, how, and when.
Aude-Claire de Parcevaux.
Lexpress.fr
Posted online November 13, 2013.
"The first thing to do is to assess the real risk of explosion," emphasizes Jean-Michel Hieaux of Hieaux Réus Partner. Is it a simple item in a local newspaper or an AFP dispatch? Is the related news heavy? A crisis is more likely to erupt in August in the middle of a media desert than in a denser context. If it's a sector-wide crisis, there's no need to react immediately, lest you attract attention, unless you have a new idea or are the only one not affected. "It is necessary to measure both the media potential of the crisis and what it may cost the company," explains Soizic Bevan, CEO of DDB & Co.
Taking a step back
"While crisis is a usual operating mode for politicians, business people experience it emotionally," notes Jean-Pierre Piotet, CEO of Hill & Knowlton Actis. This is where an agency can provide good advice by helping leaders keep their cool and putting things back on a rational footing.
Choosing your approach quickly
Depending on the case, different strategies are possible: admitting your mistake, completely denying it, shifting the blame to another actor, or shifting the debate to a more general problem. The important thing is sometimes to buy time to better understand what happened; however, you must always implement a truly proactive approach. "A good approach is that of sports communication: to insist on the efforts made," advises Franck Grolier, head of the Bossa Nova agency.
The advice of a lawyer can prove precious, provided you do not confuse communication and legal pressure. "If the crisis originates in a single article, you can respond to the accusations with a right of reply. But, when the phenomenon grows, there is no question of attacking all the media," stresses Me Christophe Bigot, of the SCP Lussan Brouillaud firm.
Finding allies
Another worthwhile tactic is to legitimize your discourse by involving independent personalities whose credibility and notoriety come to the aid of the company. But, to be heard, these experts must speak early enough, before the fire spreads and covers their voices.
Distributing roles
One person should be responsible for taking notes minute by minute of everything that is said and decided. At the time, this method allows you to think of everything (including remembering to call a journalist...) and, later, it will help to better understand the unfolding of the events. It remains then to organize yourself to manage the influx of information requests: clients, suppliers, press, public authorities, end consumers who are jostling to know what is happening. It is important to define in advance who will say what, to whom, how, and when.
Aude-Claire de Parcevaux.
Lexpress.fr
Posted online November 13, 2013.
