| The term crisis management has different | | | | Is there an organizational situational manual that |
| connotations. In this article, I will try to provide | | | | you can use for this situation? Are you able to |
| pointers that can be used in most situations: | | | | recollect the tips that were given to you when |
| Is It A Crisis In The First Place?: | | | | you participated in a mock drill? |
| This question is important to ask, as there are | | | | External Experts: |
| many situations that go wrong because the right | | | | You should get external experts to access the |
| person to handle it is not around. You may be in | | | | situation if the crisis is totally unanticipated. |
| charge of a project until your supervisor comes | | | | However, you must have had a close-door |
| back and are unable to contact him during a crisis. | | | | meeting with your inner circle. This is essential, as |
| You have to make your own decisions in his | | | | you do not want to unnecessarily reveal |
| absence and your action is dependent on the level | | | | confidential information to external parties. |
| of authority given. | | | | Speaking To The Media: |
| The Big Picture: | | | | It is important to prepare a press kit-which |
| It is not easy to handle a crisis if you are not | | | | provides a full detailed report about the crisis. If |
| aware of the all the facts. If your role is a leader, | | | | you are comfortable to conduct a press |
| you have to be detached from the emotional side | | | | interview, you have to ensure that you have the |
| of the crisis and rationally take stock of how to | | | | full details first. |
| move on. Again, this is not as easy as it sounds | | | | Your Communication Style: |
| as you may have long-time colleagues who are | | | | You have to ensure that your communication |
| involved in this crisis. | | | | style is in sync with the crisis. Remember to be |
| The Relevant Team: | | | | forthcoming with reliable information and try not |
| It is important to be able to meet up with the | | | | to speculate. This will also ensure that the victims' |
| relevant team to discuss about the situation. This | | | | immediate families do not overly worry. It will also |
| is to ensure that the team is able to analyse and | | | | not help if you come across as very emotional in |
| make a united stand about handling this crisis. This | | | | the media as you want to communicate that |
| team should also comprise of the authorities, if | | | | your organization has everything under control. |
| the crisis is serious. | | | | Beyond Your Control: |
| The Timeline: | | | | If the crisis involves the loss of lives, it is not |
| You must construct a timeline and ensure that | | | | unthinkable that your credibility and organisation's |
| each process scenario is highlighted. This practice | | | | reputation is put into question. Assuming that the |
| will be a check to prevent your team from | | | | crisis was beyond your organisation's control, you |
| spending too much time in one aspect of handling | | | | have to stick to your best judgement and not be |
| the crisis. | | | | led into a debate that may open your organisation |
| Procedural Manual: | | | | to possible legal action. |