Company crisis: how to prepare for the unexpected?
Sesame seeds containing toxic residues, blueberries contaminated with hepatitis… We often associate “corporate crises” with “product recalls”. Today, however, company crisis takes many forms. Stepstone spoke to Raf Weverbergh, Associate Director of FINN, a Brussels-based communications agency that helps manage around 30 crisis situations a year.
For the past 15 years, FINN has been assisting companies and organizations in the most complex and sensitive crisis situations, on both a small and large scale. Cases handled: industrial accidents, natural disasters, cybercrime, pollution, NIMBY problems…
Nimby problems?
Raf: “Not in My BackYard. Think of building a wind farm or a new railroad line, for example. Initiatives that nobody objects to, until it comes to your garden or spoiling your view of that green meadow where cows graze.”
Moreover, today’s crises are more often linked to corporate behavior and culture. Managers who reign terror. Personalities whose private indiscretions discredit the employer. Nurses who steal from their patients…
Raf: “Companies are rarely well prepared for behavior-generated crises. Why is that? Because toxic leadership or harassment remain taboo in many organizations, even if they are a hot topic in the media.”
Long live the crisis communication plan
A crisis communications plan is essential. Yet studies show that only half of all companies have one. How do you go about drawing up such a plan? When crises are, by definition, unpredictable?
“When you’re well prepared, you’re halfway there.
Raf: “It’s true that most crises are unpredictable. But waiting for them to happen, and only then taking action… that’s a tactic we don’t recommend. Because it often leads to mistakes. But when you’re well prepared, you’re halfway there.”
An action plan pays off
The first step is to identify the risks. What could go wrong in your sector or organization? What actions can you take? And who makes the decisions? A crisis will be easier to get through if someone takes charge.
Raf: “It’s essential to set up a crisis communications team. In practice, this usually consists of a member of the communications team, an associate with a legal background and a manager. Define the responsibilities of this team. Who does what? Have you thought of everything? Then practice on specific cases.”
“It’s essential to set up a crisis communications team.”
In the preparation phase, identify all possible courses of action. What security standards can your IT staff set? Is your company ISO-certified? Have all IT staff received the necessary training? These are all mitigating factors in the event of a problem. And you can mention them in your crisis communications.
Are you in the food business? If so, you must apply food safety standards. How do you guarantee quality for your employees, management and customers? Can you answer this question? The risk of a crisis will be reduced. Do you have well-documented procedures? Then the impact of your crisis will be reduced.
All in good time
Reducing the risk of a crisis is one strategy. But what do you do when a crisis does occur? Here too, there are a few rules, as Raf explains: “People make mistakes, that’s normal. Dare to take responsibility for the mistakes made in your company. Don’t deny it.“
“People make mistakes, that’s normal.
Dare to take responsibility for the mistakes made in your company.”
“By responding with empathy, you can temper negative emotions. So say: ‘We’re sorry and understand your concerns. We’ll get back to you as soon as possible.’ Above all, don’t let emotions run wild. The calmer your dialogue with the outside world, the less interesting it will be for the media. In fact, it can be helpful not to react too quickly. Take your time and think things through calmly.”
Is transparency a must?
Raf: “Transparent communication helps avoid misinformation. That said, it’s important to strike a balance between openness and protecting your company’s responsibility. Transparency doesn’t solve everything. And don’t be naive: providing too much information can backfire. Internal information leaks very quickly, which is why you need to be careful.”
“Providing too much information can backfire.
Internal information leaks very quickly.”
“If possible, express yourself concretely. There’s no need to beat around the bush. Tell it like it is. Ask yourself: is my message accessible to everyone, including my grandmother? If even your grandma understands it, people will too.
Need advice on crisis communication? At FINN, we have media experience and know how the public reacts to crises. We look at your problem from an outsider’s point of view, and that helps us to act thoughtfully, and even to see opportunities. As the saying goes: never waste a good crisis.”
Want to know more about crisis communication?
Take a look at the FINN website.
Who is Raf Weverbergh?
- Lawyer
- Started out in journalism after his studies (13 years with the satirical weekly HUMO).
- Exposed several crises as an investigative journalist.
- Knows what motivates the media to take an interest in crisis situations.
- Founded the FINN communications agency with Kristien Vermoesen in 2006.
Text: Tine Sinnaeve, Julie Fueyo
