In previous posts I have presented the context in which a crisis can occur, the reactions it provokes, its multiple typologies, the questions we should ask ourselves before acting, the basic principles that govern them and the basic guidelines to follow. Now it is time to talk about its golden rules, those quasi-sacred principles that must invariably be respected during the development of any crisis.
Since they are all relevant and there is no clearly defined hierarchy, the proactivity And what does it mean to be proactive in a crisis? It means taking the initiative as early as possible, without being overwhelmed by events or being caught in the bull's eye. But the initiative must be guided by following a pre-defined plan. We must establish from the outset the strategy We must be prepared to change tactics when circumstances demand it, i.e. pragmatism in its purest form.
While our primary duty must be to protect the interests of our organisation at all times, this does not exempt us from the need to cooperating with journalists as much as possible. They will see it as a positive gesture that will make our lives easier. In the same vein, information should be rapidly spreadbut maintaining a strict control on what is said or given to the media.
But if the formal aspects, or the packaging, are relevant, the content is no less so. Let's emphasise the important information: you should try to communicating our message clearly despite what the journalist wants to argue (i.e. the well-known "yes, but I'm here to talk about my book"). The language employee must be plain and be nourished by examples that our audience can understand and relate to (no jargon). Above all, and although the whole truth cannot always be told, at least we can let us not lie or exaggerate (no bluster, please). And since the clarity of our messages is absolutely crucial, we should have no qualms about question dubious information or incorrectThe problem must be nipped in the bud.
Our sights must be broad and not limited to the media alone, for there are other direct ways of transmitting information (social networks, for example). In this regard, we must not lose sight of the fact that the great forgotten in many crises is the internal public, so we must communicate both externally and internally. Finally, it is pathetic to see how some organisations use a crisis as an opportunity to trying to take the piss out of the situation and attack competitors; avoid negative comments will generate a greater climate of trust.
In short, to condense all these rules into a single commandment, let's not say anything we don't want to see published. Oh, and just in case anyone still has any doubts about this, with the journalists nothing is "off the record.
Joaquín Rodríguez Villar