1 November 2017 0 Comments

Crisis Management: Why the basics count?

Author: yinkaolaito

Yinka Olaito is happy,excited and passionate Communications & Media specialist, Trainer and speaker. Yinka Olaito helps Profits and Non-profits with effective communication and positioning for premium service delivery and returns. Yinka Olaito also has special interest in Development Communication and has consulted for noted UN Agencies. Yinka Olaito is the CCO of Michael Sage Consulting(Communication/digital media), African Child Education Right Initiatives(NGO) and Content Director, Africa Development Talk( online Platform for discussion on Policy, Governance, development across Africa) and Africa Foundation for Young Media Professionals

How to handle corporate crisis., managing corporate crisis, crisis management case studyA crisis time, depending on its degree and nature, can be an energy sapping time. But what is clear is that right strategy gives it the best outcome. A common problem associated with crisis management is when actors, from the corporate end, do not understand the whole essence of crisis management. A major essence of crisis management for the company is to gain control, create new opportunities as well as ensure everyone wins. Inability to get the basics of crisis management right will often lead to mistakes.

For every challenge or crisis, there are basic issues. We must understand crisis is a bye product of issues not properly managed or not given right attention. But irrespective, when you put on the right armour and know how to deploy these armours you will be able to come out with no bruises or an insignificant scratch. So today let us examine time tested basics which can guarantee success in crisis.

1.Plan – Without a plan, we plan to fail. Waiting till crisis strikes before we we start acting is one of the best routes to calamity. Some do claim they are prepared but often time what they call plans are just wishes which some manage to write down on paper while others do not care to. To be prepared mean the ?contingency plan is clearly written down and kept in a safe place where it can become handy when crisis strikes. Your contingency plans must cover every areas of your operations as well as all reputation issues. As we know ?reputation war now ?covers both offline and online. So how prepared are you in these areas? Are your plans clearly spelt out?

2.Ploy – Plans without strategic action steps guided by principles, Identified roles of individuals within the system may not help in the day of battle. Everyone will just be running around without a meaningful result. We have seen this in many instances where major contacts phones are switched off or are not unreachable. That does more damage than any other methods. What are the psychological or physical actions and how are they outlined In your written plans?

3.Pattern – Sequel to the above is the fact that there must be unity of purpose couple with consistent behaviours. A company cannot afford to be shooting communication arrows haphazardly. Consistency and well-Intentioned communication will safe the situation than any other methods.

4.Position – When the above basics are put in place, it will be obvious there is a position and an altitude ?the company will be aiming for. The common theme here is ‘do no harm to all the parties’. Working and seeking this form of advantage will help the crisis team as well as the organization to exceed expectations as they are likely to go beyond just achieving common outcomes. This will also lead to a unique point of advantage which can be used in no distance time.

5.Perspective – If the above point is achieved, an equilibrium of positive perception is guaranteed. This shared perception ?of a caring and sensitive corporate body will help in attaining new level of reputation (social capital) capable of increasing the share values of the organization.

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