Increasing Confidence in your Crisis Management Plan

    

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Having a crisis management plan is essential. However, it is equally vital that you have confidence in the effectiveness of that plan.

With reputational sensitivity at an all-time high and a range of new and old perils lurking, more than ever before senior executives are questioning their confidence in existing crisis management plans.

Research from global law firm Morrison & Foerster, in partnership with the business ethics organization, Ethisphere Institute, ‘Crisis Management Benchmarking Report, reveals that organizational confidence in crisis management plans appears to be critically low, with nearly two out of three senior executives being only somewhat (56 percent) or minimally confident (10 percent) in their plans.

John Carlin, chair of Morrison and Foerster’s Global Risk and Crisis management group and co-head of the National Security practice group, stated in a news release: “That is why it is so important that organizations practice how they would respond to different scenarios and test whether their plan is workable.”

According to the study, organizations must:

In addition, it says that crisis management plans should be:

And if there was any doubt that a robust crisis plan is a must-have for 2019, the Worldcom PR Group drew on contributions from PR teams in over 115 cities to identify the Top 10 Communications Recommendations for 2019.

The number one recommendation?

“The increasing variety of risks and threats meant that every organization should revisit their risk assessments and update their crisis management policies and procedures accordingly”

The importance of implementing a crisis management plan, accessed and activated via digital mobile technology, that adequately addresses modern concerns will only increase in the coming year.

Organizations must continue to update crisis management plans, invest in digital crisis technology and practice implementation with the crisis team to increase overall confidence in the effectiveness of their plans.

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About The Author

Mike Hatcliffe is founder and president of The Hatcliffe Group, a reputation, issues and crisis consultancy. Previously, Mike spent nearly 25 years with two of the world's leading PR agencies. Most recently, he spent 10 years at Ogilvy, as managing director of its US corporate practice, and before that 14 years with Ketchum in both the US and the UK. Mike has worked on crisis and reputation assignments with a range of blue chip companies, leaders in their fields, including LG Electronics, Wells Fargo, Carlsberg, Zebra Technologies, CDW, Quintiles, Rockwell Automation, Unilever, Pepsico, Deloitte, Grant Thornton and HSBC.