“That will never happen.”
It’s human nature to avoid thinking about anything negative happening down the road. While there is a myriad of bad things that can happen on any given day, it’s unproductive and even unhealthy to dwell too much on the “what ifs” of life.
But when it comes to a company’s reputation, preparing for the seemingly unthinkable is vital to maintaining good relationships with all the constituents an organization values.
Toyota’s situation is an excellent example of this, as my colleague Tracey explained in her recent blog post about the company’s current woes. I imagine that Toyota, with its heretofore stellar reputation for quality products and outstanding customer service, considered the extent of their cars’ technical problems a “never event.”
Similarly, pharmaceutical company sanofi-aventis likely didn’t count on the fury of a very vocal woman who used Facebook to vent about hair loss she alleged was caused by the company’s chemotherapy drug Taxotere.
We counsel clients to contemplate “never events” – whether it’s an accident, a faulty product, a security breach or an errant employee – and be prepared to respond to all the various audiences who may be affected by (or at least interested in) the incident.
When crisis strikes, unprepared companies scramble to assess the situation, track down contact information, craft thoughtful statements, assign an appropriate spokesperson and proceed with an agreed-upon plan of action. All the while, the clock is ticking away – and the delay alone may irrevocably damage the company’s reputation in the eyes of the public, even before any remedies are implemented. Tiger Woods demonstrated what happens when you wait too long before addressing a crisis.
We advise developing a crisis communications plan that includes possible scenarios with action steps for each, a key party contact list (with office, home and mobile phone numbers), media list (which today must include social networking sites and bloggers), statement template, company backgrounders and fact sheets, among other items. The company’s executive team should review the plan carefully so everyone is onboard and on point. In some cases, we suggest conducting drills to test the efficacy of the plan.
When we speak with clients about crisis communications planning, they sometimes say they want to shelve such preparations until later and deal with current issues at hand. It’s true we can’t control our destinies, but there is much a company can do upfront to save precious time if and when a crisis hits.
Why not be prepared?