How can you prepare for a brand crisis?

I am in Corporate Communications for a private security company, and the goal of the organization is to mitigate risks. That requires properly assessing risk, so I treat my own company as we treat our clients. In security, tabletop exercises can prove very helpful in finding out a client's weak spots. So, I employ this internally. Whenever we have events we are securing, I run every possible scenario of what would go wrong and the implications for our reputation. I then craft responses to each scenario. That way in the event of a crisis, we have already wrapped our heads around what that could look like and the best possible solutions.

Preparing for a brand crisis is important to reduce potential damage and effectively manage the situation. 1. Identify potential risks that could lead to a crisis (monitoring social media, industry trends, and customer feedback). 2. Develop a crisis management plan that outlines the roles of your team members, communication strategies, and steps to be taken in different crisis scenarios. 3. Establish a crisis management team who will be responsible for managing the crisis. 4. Monitor media coverage to track social media mentions, and media coverage related to your brand. 5. Train your team. 6. Establish relationships with key stakeholders such as industry influencers, journalists, etc.. 7. Conduct regular crisis drills.

My first rule of crisis communications is to pause before rushing in (the old adage of fools comes to mind). It is critical that before you dive into tactics, you take a full-scope, holistic view of the landscape. During a crisis, there is a tendency to react quickly, but this is where you can create a major risk by needing to walk back a comment or position once more information is revealed. Every crisis has a unique nuance so first ensure you have a full understanding of the situation - and then you can start to assemble the response team, open the crisis comms playbook, and begin to identify risks as you build a plan.

I’m already sensing this article is written by AI. The truth is, in being prepared, many organisations have never really attempted to prepare for a brand crisis, and when they find themselves landed in one the last thing they will do is whip out some old “what if” scenarios. No, they hire outside PR “experts”’to help them. As an organisation you need to think ahead, take steps to prepare and mitigate risks, but never lose your ability to think on your feet or internally have capacity to handle a crisis situation, branding or otherwise.

Every crisis situation has a unique set of circumstances - in other words - no two crises are the same. It is critical to have a crisis management team at the ready to address the matter in a timely manner. Time is of the essence to help control the narrative and determine the best course of action to mitigate the impact to the brand. In addition to the potential external risks to the brand, organizations must also consider how a crisis can affect the brand's internal reputation. Again, having a crisis team and plan in place is critical to implementing an effective strategy.

From my experience in handling crises, it's important to remember that each crisis is unique, and you may need to adapt your plans to fit the specific circumstances. Here's what has worked for me: Identify a crisis management team, develop a crisis response plan, monitor the news, develop messaging based on different scenarios, identify potential spokespeople, and have a strategy in place for communicating with different stakeholders (both externally and internally). During the crisis it is crucial to provide regular updates as the situation unfolds. After the crisis, conduct a thorough evaluation to assess what worked well and what could be improved. This should help update your crisis response plan.

Be Authentic First and foremost, have a clearly defined process in place to assess and decide in the times of crisis. Who would be the key stakeholders and what role they will play. What we are communicating externally becomes extremely important at that hour. Make sure that any communication that goes out is authentic. ‘Trust’ is the biggest currency that any brand earns. How to ensure we don’t lose out on that is a key.

Taking a proactive approach to crisis preparation involves anticipating potential challenges (running all scenarios), formulating response strategies, and establishing clear communication protocols. By dedicating time and resources to crisis preparedness, organizations can enhance their resilience and minimize the impact of unforeseen events on their overall operations and reputation.

I think being able to identify the root causes behind any potential brand crisis is key to leverage solutions. Knowing the oganization's intricate strengths and weaknesses is a good start, but also unforseeable gaps, because those are the most vulnerable areas that can harm any brand. Another thing to do, is to set a mechanism response through a designated team/body, that can timely address the crisis, adhere to the brand's voice and keep check of safeguarding the company, its staff, clients and collaborators. It is so important to make sure the approach is human in the first place, honest and not motivated by gain or profit in the first place.

We've really found identifying "early warning triggers" on issues to be a game-changer in managing a situation when it's big enough to see, but still small enough to solve. So many full-blown crisis situations start out as a single issue or series of small issues. Tracking these issues internally allows you to see patterns, get to the root causes sooner and manage them before they escalate.

Ensuring key stakeholders know the initial steps when an issue comes up is vital. - communicate these steps to business leaders - ensure legal, risk and communications colleagues will be informed early - have key contact information ready for out of hours - be ready to initiate media/social media monitoring quickly And know that issues rarely present themselves at convenient times!

In my experience, preparing for a brand crisis involves developing a comprehensive crisis management plan that includes proactive and reactive strategies. Begin by identifying potential risks and vulnerabilities through thorough risk assessments. Establish a crisis management team with clear roles and responsibilities, and ensure they undergo regular training and simulations to hone their response skills. Develop clear communication protocols, both internally and externally, and designate spokespersons to convey consistent messages.

Imagine que, em uma empresa alimentícia, um assessor de imprensa começa a receber ligações e e-mails incessantes de jornalistas. Eles afirmam que alguns consumidores passaram mal após ingerir produtos da empresa. Estabelecem um prazo, de algumas poucas horas, para que o assessor apure a situação e dê uma resposta. Sem um plano de crise, o mais provável é que as matérias jornalísticas sejam encerradas com a famosa frase: “A empresa foi procurada pela produção do jornal mas, até o fechamento da matéria, não forneceu nenhuma resposta.”. Essa frase não passa a imagem de desorganização. Ela passa uma muito pior: A de que a empresa tem algo a esconder. Por outro lado...

You never know when a crisis will occur, so the toolkit needs to be accessible by everyone on the team from anywhere in the world. You cannot rely on your own servers because what if the crisis affects your servers. Also think through how the team is assembled, i.e., manually or via an automated alert.

Sin vueltas ni rodeos... Por mi experiencia: Para crear un plan de crisis, puedes seguir estos pasos generales: 1 - Identifica al equipo de liderazgo para la crisis. Asigna roles y responsabilidades claras. 2 - Evalúa los riesgos. Haz un análisis de los posibles escenarios de crisis que podrían afectar a tu empresa, teniendo en cuenta la probabilidad y el impacto de cada uno. 3 - Planifica la respuesta. Para cada escenario de crisis, elabora un plan de acción. 4 - Consolida el plan. Reúne toda la información y los documentos relevantes. 5 - Revisa y actualiza. Una vez que tengas el plan de crisis, ponlo a prueba mediante simulacros, ejercicios o auditorías para comprobar su eficacia.

First of all, it's important to understand that rarely will a crisis be identical to one faced in the past. However, we can still strengthen your crisis strategy with the following steps: 1. Study your company and the sector it operates in. Create case studies on how similar companies have reacted to various situations. Think of all potential scenarios that could go wrong with your own company. 2. Develop a crisis handbook/manual. Set up meetings with the CEO, COO, and CFO to get their input on how they would respond in specific situations. Train them. 3. Document and continuously update the manual. Ensure regular reviews and course corrections, and get the manual approved to save time during a real crisis (time is of essence).

In terms of spokespeople, think about who your audiences would benefit from hearing from. Often, that may be a CEO or Director, but there may be times when a specialist from within your organisation, or someone from the frontline may be a more credible and knowledgeable spokesperson.

I like to call it a prevention plan vs crisis. We can’t control the market, world news or competitors but with ample preparedness we should be agile in responding to product delays, mishaps, customers and more.

A Crisis Management Plan typically includes the following elements: 1. Crisis Team Formation: - Designate key individuals responsible for crisis management roles. 2. Risk Assessment: - Identify potential risks and threats to your brand. 3. Communication Strategy: - Establish clear communication channels for internal and external stakeholders. 4. Media Relations: - Designate a spokesperson or team to handle media inquiries. 5. Monitoring and Detection: - Implement tools for real-time monitoring of social media, news, and other relevant channels. 6. Post-Crisis Evaluation: - Conduct a thorough analysis after the crisis to assess the effectiveness of the response.

Tlan should clearly state who is in charge and who will be the spokesperson. A list of PR people who are relevant and able to handle the crisis should be listed in a contact list. A business continuity plan should also be drafted as well.

Having a clear crisis plan and issues playbook aren’t sufficient if a crisis hits and no one knows how to use them or even sometimes where they are! Crisis training and getting the comms team and business CMT to practice with a realistic simulation is an important way to test out procedures and tweak them ready for when a real crisis hits and time is rarely on your side.

(Parte 2) Por outro lado, com o plano, a equipe de gestão de crise é imediatamente acionada. O porta-voz adapta uma das declarações pré-esboçadas, expressando preocupação e empatia com os afetados, e convoca uma coletiva de imprensa antes do horário dos jornais. O gestor de redes sociais monitora e responde às preocupações online. O consultor jurídico avalia as implicações legais e prepara para possíveis reivindicações. Todos seguem o manual. Enquanto isso, o kit de ferramentas de crise é utilizado para acessar rapidamente as listas de contatos dos distribuidores, solicitando que retirem os demais lotes dos mercados. Claro, o plano de crise é muito mais complexo. Tentei simplificar para fins didáticos. Espero ter ajudado :)

Conduct regular tabletop exercises with your communications team using various scenarios. I suggest starting small with a crisis such as a severe weather event or chemical spill (examples from my experience in higher ed) and if possible involve other groups such as first responders and key decision makers in your organization.

In my experience staff need to be trained to know what constitutes a crisis and what that means for their roles. This preparation can be especially important for maintaining message control. When a crisis starts, staff who are normally authorized to speak to the media may need to know to stand down or pass inquiries up the chain. Similarly, social media content may suddenly require an additional level of review. But if staff aren't trained to expect these changes, they will not act in accordance with them, and you can quickly lose control of your message in the early stages of a crisis.

A robust crisis plan is vital for brand protection, yet its effectiveness hinges on well-trained professionals. Key personnel must undergo thorough training and drills to ensure a seamless response to potential communication crises. Comprehensive sessions, including scenario-based simulations, are needed to foster their ability to make swift and strategic decisions under pressure. For spokespeople, communication skills are paramount, emphasizing transparency, empathy, and alignment with brand values, and media training is essential. Investing in ongoing training not only mitigates crisis impact but also reinforces stakeholder trust. In the realm of crisis communication, continuous “practice makes perfect”.

Media training is essential for spokespersons to effectively engage with various outlets. Participants learn to understand the media landscape, craft clear messages, and navigate diverse interview scenarios. The training covers addressing tough questions, emphasizing nonverbal communication. Mock interviews and crisis communication scenarios prepare for challenges. It includes media relations etiquette and remote interview skills. Continuous improvement ensures spokespersons stay adept at addressing evolving trends. Media training is an ongoing investment, empowering individuals to positively represent the organization and contribute to effective reputation management.

Treinar a equipa para lidar com uma crise de marca é uma abordagem essencial e perspicaz. A gestão de crises pode ser crucial para a manutenção da confiança, investir na preparação da equipa revela-se uma estratégia sensata. A realização de exercícios e simulações regulares não apenas testa a eficácia do plano de crise, mas também assegura que a equipa esteja preparada para reagir de forma coordenada e eficiente. A ênfase na educação sobre prevenção e mitigação, juntamente com a promoção de padrões éticos e a gestão cuidadosa da informação, destaca um compromisso holístico com a gestão de crises. Este é um passo significativo na garantia de que a equipa esteja equipada para enfrentar desafios imprevistos de maneira ética e profissional.

During crisis, quick and informed decision making is crucial. Proper crisis training and media training helps them in evaluating the situation and making sound decisions under pressure. Training also helps in minimising confusion and ensuring coordinated response.

I’d also recommend training your teams to 1 verify the facts — to ensure you understand the situation and to assess whether it is in fact a crisis and 2 keep a time log of information received and notifications and responses made. You are in a different mode of communications activity and teams will need to work in a structured snd coordinated fashion.

Train your staff starts with them making a red flag indication to these calls at the first indication. Then its a Q and A to devise holding answers as it will take time to work through the issues. Above all no lies and consider the whole rather than responding to individual questions initially.

In my experience, it is critical to leverage tools to monitor your reputation on public channels like social media, and earned media. I have our social team pull me reports hourly that outline mentions, sentiment and key words. But it's equally important to check in with your customer facing teams to glean what they are hearing. From there, reevaluate your communications to ensure you are addressing their concerns. In a typical brand reputation crisis, your customers and prospects are your primary audience - but it can be easy to lose sight of that amid the noise and demands. Check in with yourself to ensure those who really need to hear from you are getting the right message, on the appropriate channels as quickly as possible.

I agree but the organisation should proactively build its reputation by doing the right thing by its customers and its staff. Brand capital is a reserve that will stand the organisation well and buy a little more time to manage the crisis.

It's important to monitor your reputation on all channels, languages, and regions, internal and external to be prevent and mitigate harm. This includes not only what your customers and suppliers are saying but also investors, analysts and especially employees.

Getting ahead of a crisis is always preferable. So investing the time to set up systems and processes to monitor the media is certainly advantageous. Crucially, for a crisis that has already broken, monitoring social media and web content can also be useful for informing the plan and guiding the next steps to managing a brand or individuals reputation.

A crucial step is choosing the most suitable agency or platform to do the monitoring, and being able to present that information to senior management in a seamless, clear and concise way.

Using tools to monitor brand reputation and sentiment means that you can make data-informed decisions that help shape strategy. Regularly tracking key indicators helps in identifying trends - what works and what doesn't. This can inform you where to concentrate resources and identify possible crises early.

To monitor brand reputation and sentiment, utilize social media monitoring tools like Hootsuite or Sprout Social, set up Google Alerts, and keep tabs on review sites and online forums. Employ customer feedback tools such as SurveyMonkey for direct insights and use media monitoring services like Meltwater for broader coverage. Sentiment analysis tools can gauge emotional tones in online discussions. Regular analytics and reporting on key indicators like brand awareness and customer satisfaction are essential. A comprehensive approach helps identify potential issues early, enabling timely and effective responses.

A very good point raised by Melanie Gaboriault. Know what your customers are saying by giving people at the front line of your company a voice for feedback. They are the people dealing with your most important stakeholders - customers and clients - but sadly are often the people with the least input. Happy clients are advocates and will defend your reputation at the times you most need it.

Proactively monitoring one's reputation is essential to safeguarding a brand during potential crises. Vigilance allows for the identification and management of reputational issues before they escalate, preventing significant impacts on the brand. This proactive approach is crucial in maintaining a positive brand image and mitigating potential damage.

The first and foremost step is to identify the crisis and the RCA behind it.Undoubtedly , you are aware of the SWOT of your team and accordingly you would create your Top Gun team who would work towards this particular crisis in a more strategic and efficient way. Post identifying and delegating the team., working towards crisis, it's important to communicate and keep the overall brand image, reputation of the organisation intact and also communicate maintaining transparency across stakeholders involved. Post, it's important to have a plan in place , in case of re- occurrence of such a crisis, team is prepared and the system is in auto mode without affecting the harmony of the ecosystem. Revisit on the strategies always to improvise.

If you can't respond to a question because you don't have the information, commit to finding out the answer and a time by which you will respond. Provide regular (date and timestamped) updates, even if to say there is no update. People may be checking your website/social media so can be confident they're reading the most current information.

Desde la perspectiva de la Imagen Pública, lo más importante es mantenerse fiel a los valores y cultura de la organización, esto significa ser coherente. Ante una crisis, improvisar una respuesta o profesar ideas diferentes a la postura oficial resta seriedad y se corre el riesgo de parecer hipócrita y poco serio. Generalmente, las personas asimilan mejor aquellas decisiones, palabras y resoluciones que mantienen una misma línea de pensamiento, la misma que se ha trazado a lo largo del tiempo. Por más fuertes que sean las críticas, reconocer una situación y valorarla con el filtro de la reputación que se ha forjado con los años suele ser la mejor defensa ante una crisis.

While I agree with the need to maintain transparency and take action as soon as possible, there are scenarios where the best response is no response. By providing either incomplete or insufficient information, you can fuel the crisis. I've seen "we have to get in front of this" knee-jerk responses that sometimes create more damage.

Speed and accuracy will come naturally during an actual crisis when one's team is well-drilled. Be sure to identify choke points and what works best during a drill so you won't choke during the real thing. Getting the first statement out in a timely fashion will set the scene for how the rest of the crisis plays out.

In a customer centric era, it is no double that quick response and transparency are much needed approaches. Given complexity of the situation, the business also needs to judge and decide whether to respond to respective customers or customers at large, or even public. For example, if customer privacy and sensitive information involved or there is security issues, there should be a boundary or layers of transparency. In addition, priority must be clear under a crisis, be it pacific a particular group of individuals, or rectify a product or service… brand repairment or enhancement start with trust from customers.

In times of crisis, finding and telling the truth may be challenging, but it is crucial for effective crisis management. By being transparent and honest about the situation, organizations can build credibility and trust amongst their stakeholders. This requires thorough investigation, uncovering any wrongdoing, and taking swift remedial action. While it may be difficult and uncomfortable in the short term, addressing the truth head-on demonstrates integrity and a commitment to rectifying the situation. Ultimately, this approach helps to restore stability, rebuild confidence, and safeguard the organization's reputation in the long run.

Transparency and timing are crucial in crisis communications for several reasons. First of all, transparency builds trust by providing stakeholders with accurate and honest information, fostering credibility during challenging situations, that can even risk a company’s license to operate. Open communication helps minimize rumors and ensures that the public and affected parties are well-informed. Secondly, timely responses are key to managing crises effectively. Delays can lead to misinformation, exacerbating the situation. Swift communication enables companies to take control of the narrative, demonstrate responsibility, and implement necessary actions promptly.

Crise da Marca. Se você está atuando em seu lugar de potência, você conhece seu público alvo isso te dá oportunidades de construir um leque de produtos e serviços para marca, aproveitando todas as oportunidades para explorar todo o eco sistema, com isso você cria vários segmentos de produtos/serviços da sua marca. A probalidade é risco diminui porque estará explorando vários segmentos . Acompanhar a concorrência e estar ligado ao mercado e a seu nicho de atuação mítiga o risco não sistêmico! #boravender

Siempre se debe hablar con transparencia frente a una crisis , si la empresa está a punto de despedir empleados no puede ocultarlo, solo provoca rumores , es mejor buscar juntos soluciones posibles y hacer un plan a mediano y largo plazo.

Como diz o ditado, "a mentira tem perna curta". Ser transparente e não omitir fatos e situações é o único caminho de atuação aceitável. Em determinada ocasião, precisei gerenciar uma pequena crise em um local de trabalho e essa foi a única condição que garantiu a calma e deu a impressão aos clientes de que de fato estávamos interessados no problema e trabalhando para resolver.

If a crisis communications plan doesn’t exist, create one and try to stick it to as best as possible. Communication to all internal key stakeholders is crucial, so everyone knows what their roles are, especially who is assigned to officially speak to media. Whatever the crisis, address it. Don’t ignore and be tone deaf. Your audience wants to hear from you, and sometimes a written statement will suffice. Evaluation post-crisis is crucial, to learn from what went right and what didn’t.

This is an often-skipped step as teams understandably want to get back to business as usual ASAP. As part of your post-incident receive, take time to consider how well you addressed your internal and external stakeholders’ basic information needs. Be honest about any gaps and shortcomings because addressing those can only strengthen issues management in the future.

Don't wait for the crisis. Your Crisis Management Plan should include identifying and training regional/local contacts who can supply timely, accurate information to the crisis management team so they can evaluate the information and determine what can/should be shared with stakeholders and the media and how. This can help your spokesperson deliver accurate information and control rumors and the spread of inaccurate information. Ultimately you may want your crisis comms team on the ground at the incident, but getting good info in the first hours is critical.

While stressful, properly handled crises can become tremendous opportunities for growth. 1) Evaluate: Analyze the crisis and identify what went wrong. 2) Improve: Use the lessons learned to adjust your crisis plan for future situations. Stay up-to-date on crisis management best practices and conduct regular simulations to identify vulnerabilities and ensure your team can respond effectively under pressure. 3) Rebuild: Take steps to rebuild trust with your stakeholders. Communicate and demonstrate your commitment to resolving the issue and preventing future crises. 4) Measure: Evaluate the effectiveness of your crisis response using objective (e.g., financial impact) and subjective measurements (e.g., feedback from stakeholders).

Consideremos un escenario hipotético en el que una empresa de alimentos se enfrenta a problemas de contaminación en uno de sus productos. Para prepararse, la empresa lleva a cabo una evaluación de riesgos, identifica posibles puntos débiles y establece un plan de comunicación de crisis. Cuando surge un problema de contaminación, la empresa evalúa rápidamente el alcance, retira los productos afectados y se comunica abiertamente sobre las medidas adoptadas para garantizar la seguridad del consumidor. Después de la crisis, la empresa analiza el incidente, recopila los comentarios de los clientes y ajusta su plan de crisis para mejorar el futuro

Evaluation is very important, timely evaluation especially. Waiting too long to convene evaluation sessions risks people forgetting what may seem like little but critical details. I absolutely agree with thanking stakeholders. Often organizations silently move on from a crisis and forget to extend appreciation to stakeholders thereby seeming cold.

By preparing a crisis communication plan stipulating what is to be done in the event of a crisis, by whom, and the relevant communication channel. Additionally, prepare holding statements in advance that will help your brand buy time for gathering information and formulating a more comprehensive plan while in crisis.

Let's consider a hypothetical scenario where a food company faces contamination concerns in one of its products. To prepare, the company conducts a risk assessment, identifies potential weak points, and establishes a crisis communication plan. When a contamination issue arises, the company quickly assesses the extent, recalls affected products, and communicates openly about the steps taken to ensure consumer safety. Post-crisis, the company analyzes the incident, gathers customer feedback, and adjusts its crisis plan to enhance future response capabilities, demonstrating a commitment to continuous improvement and rebuilding trust.

É necessário realizar uma análise detalhada das causas e consequências da crise. Identificar as raízes do problema permitirá uma abordagem mais eficaz na prevenção de crises futuras. Além disso, entender as consequências tanto interna quanto externamente ajudará a moldar estratégias de recuperação mais eficientes. Se não aprender com o erro ele irá se repetir e piorar

Hay que siempre aprender de las crisis y agregar esos elementos que tal vez no habíamos pensado a nuestro plan de crisis. Sino inevitablemente volveremos a pasar por una situación similar.

Don't go it alone! In a worst case scenario, recognize that even the best plans may need extra support and a sounding board. Have top notch PR and government affairs partners on standby, as well as trusted colleagues to lean on. Even if things are moving quickly, don't skip getting a valuable second opinion.

Honesty is the most important in preparing for a brand crisis. Transparency builds trust, acknowledging any missteps. Establish clear communication channels, train spokespersons to convey truth openly. Foster a culture of openness internally. Monitor sentiment and respond promptly. In crisis, sincere communication helps maintain credibility and shows the brand's commitment to addressing challenges transparently.

During a crisis, the inclination is to focus on managing external stakeholders and protecting company reputation. It's important to also prioritize internal audiences -- employees are influential stakeholders when it comes to corporate reputation, and its critical to provide transparent information in real time, even if you don't have all the answers. Acknowledging the process and information gaps with a commitment to ongoing dialogue contributes to building long-term trust in the current crisis and potential future ones.

In addition to above points, a good team who know their roles clearly really helps. This should include representatives from brand, legal, HR, PR agency, IT, and communications. When everyone is clear on their roles, you can swiftly respond and recover from any challenges.

Don't try and be everything to everyone, and never compromise your values. You have a target market for a reason. In recruiting we say "attract the best, repel the rest."

Know what you believe. Know what you stand for. Know your mission and your vision and values and how they play out in the workplace, in the industry and in the community. This takes time to study and really know and understand what you represent. Everything else noted is needed too, but you really have nothing but hot air if you don't know yourself. How can you walk the talk? It's gotta be in your bloodstream to be true, authentic and believable. There are examples up the wazoo of brands gone bad, off message, losing value by not knowing who they are and why they believe what they do or why they represent a position.

I believe it is essential to establish robust, proactive relationships with key external stakeholders, including the media, government, academia, and NGOs. During a crisis, reaching out to these stakeholders will be more effective if a strong relationship has been built beforehand. Simply contacting them during the crisis may not yield the same level of receptiveness.

When faced with a crisis, the true measure of how prepared an organisation is often lies in its ability to adjust any crisis plans that have been created. While thorough preparation is an essential foundation, the unpredictable nature of crises demands a heightened readiness to adapt. This necessity should be explicitly noted in any crisis plans created, including who has final sign off. Quick decision-making, real-time assessment of unfolding events, and a willingness to modify plans are key to effectively navigating and managing challenges. Failure to do so can be detrimental and often leads to the downfall of brands.

A brand assessment is essential for evaluating factors like awareness & loyalty. It also carries risks such as uncovering negative associations or leaks of sensitive info. To navigate potential crises, developing a crisis management plan is crucial by identifying vulnerabilities through risk assessments & establishing a robust communication strategy. Building a positive brand reputation, staying vigilant on social media & rehearsing crisis scenarios contribute to effective preparedness. Designating a crisis response team, defining roles, post crisis evaluations & conducting simulations help refine strategies. Balancing brand assessments with proactive crisis preparation ensures brand resilience & adaptability in facing challenges.

Don’t let your response to the crisis be the thing that compromises your brand. When these challenges arise, it’s more important than ever to remain true to the values on which you’ve built your external brand and your company culture. It’s easy to fall into the trap of choosing the easiest or most straightforward way out of the crisis even if it’s out of step with those values. This speaks to the value of having a strong comms team and a great agency partner or partners on your side. They’ll understand how to mitigate the crisis while preserving the integrity of the brand. And if there are no good choices, they’ll know how to choose the least bad one. Let them do their thing!