MissionMode

Crisis Planning seems to be big–but how do you know if they are any good?

I found this article by Gerald Baron, a great crisis communications expert, on his Blog. It provides an excellent and concise view on what is important in a crisis plan both for communicating externally and internally. The media is such a big issue in crisis management, but people often forget that what the media is told should be the culmination of a lot of internal communications to ensure that the message is accurate, valuable, timely and believable.

These end-to-end communications are increasingly difficult in times of stress, reduced time windows and where teams are brought together only when a crisis hits. Of course, in organizations that are increasingly distributed and mobile, the luxury of having a single point at which the crisis team can congregate is no longer available.

You can find the article here. It is well worth reading.

Briefing Executives on Crisis Management

There is often a disconnect between the crisis management professional and the c-level executives. Executives don't want to spend time on something that won't affect them today. They often have a innate belief in their ability to deal with any situation that arises - not without some truth. However, time and time again we see that crisis management behavior changes significantly after a crisis. The sheer magnitude and terror it instils is enough to motivate executives to plan for crises in the future.

How do you get your senior management to understand the impact and the planning that is necessary without having to suffer a crisis?

Elizabeth Stevens, a veteran of many crises and incidents, has written an executive brief white paper specifically to address this issue. Her experience across aviation, retail and financial services is second to none. In this article Elizabeth Stevens provides an executive’s introduction to crisis management, why it’s important and the key tenets for successful crisis management.

You can find this white paper here