What Exactly Is "Crisis" Communication by Steve Adubato, Ph.D.

Crisis communication. Some corporations spend millions of dollars on so-called “crisis communication plans.” Others ignore the subject like the plague and simply hope for the best praying that they never face a crisis. Wishful thinking is no substitute for a strategic and smart communication plan. Yet, the term “crisis” in corporate America has been narrowly defined around highly-public disasters.

When we think “crisis” we think the Tylenol tampering case faced by Johnson & Johnson; we think of the 1996 TWA Airline crash; or, the Exxon Valdez oil tanker fiasco in Alaska. More recently a crisis could mean the Miss USA debacle or the Michael Richards’ racist rant.

Yet, crises come in all shapes and sizes and some of them aren’t so obvious. They take place in offices and organizations every day. Some are never reported in the press, but still wreak havoc on personnel, profits and overall organizational morale.

No matter what type of crisis an organization faces, there is no substitute for having a comprehensive and realistic communication plan.

Q—So what kind of “crisis,” beyond the obvious, are you referring to?

A—Consider an e-mail with racially or sexually inflammatory language that gets inadvertently distributed in the hands of certain employees who fail to find the humor. Such a scenario can produce resentment, hostility and conflict. Or what about the New York Giants, where individual players are publicly criticizing each other and their coach? Is that not a crisis that can potentially sap team morale and divide players unnecessarily? If an organization is laying off employees or being acquired, this has the potential to create a crisis on many levels. These are just three examples of a crisis that may or may not become public, but still require smart communication and planning.

Q—What are some of the key issues or questions that an effective communication plan should address?

A—What if anything have we done wrong (or perceived to have done wrong) and who has been hurt in the process? How quickly can we apologize and commit to rectify our error, if possible, and help those who have been affected? Who exactly will be our chief communicator and what message will be communicated on a consistent basis? Who are our audiences and stakeholders and how will we get our message to them while creating a feedback mechanism so they can be heard? Finally, how will our organization’s reputation potentially be hurt and what are the consequences of doing nothing or simply hoping for the best?

Q—In any crisis, shouldn’t lawyers play a key role in determining a communication strategy?

A—That’s debatable. Most lawyers are trained to consider the legal issues involved in a crisis. This is extremely important; however, too often lawyers can be oblivious to the importance of communicating in a candid, compassionate and empathetic fashion during a crisis. Many lawyers consider an apology or even an expression of concern for any potential victim a sign of perceived guilt, which could be damaging in a court case. Such an approach is short sighted and risky.

Q—But shouldn’t an organization facing a crisis be concerned about such legal matters?

A—Absolutely, but these concerns about the court of law must be balanced against the court of public perception and how an organization in the midst of a crisis may be seen as defensive, insensitive and uncaring, all in the name of avoiding potential legal problems. In the end, all any of us have is our reputation and in the midst of a crisis, the way we handle ourselves and communicate to various constituencies is the key factor to whether we will have any future worth fighting for.

Dr. Steve Adubato coaches and speaks on the subjects of communication and leadership and is the author of the book "Speak from the Heart." Write to him at The Star-Ledger, 1 Star-Ledger Plaza, Newark, NJ 07102, or click here to contact him through this web site.