Where is your next crisis going to come from?

One of the main questions I get asked by people is what are the things that businesses and organisations are most concerned about. They want to get an insight into where the next crisis may come from and I hope it is so that they can be more prepared themselves. At the moment leaders seem to be waking up to the massive challenges that arise from reputational crises. So what are the threats and what can be done?

You only need to watch the latest news reports or pick up a newspaper to see the huge reputational challenges that some organisations are facing. 

The Confederation of British Industry (CBI) has been one of the most notable cases and I featured it in my latest crisis communication case study. They have a difficult road ahead with a question still lingering about whether they can survive the situation they face. As a member organisation, the future is a problem if your members are voting with their feet and leaving.

The Metropolitan Police continues to be put under pressure with an increased level of scrutiny following a series of damning reports about racism and misogyny. So it was no surprise that the decisions made during the recent Coronation were put under the spotlight.

And the latest headlines were about the political party Plaid Cymru. The leader of the Welsh pro-independence party stood down after a report found misogyny, bullying and harassment with the party. They now face addressing the issues raised and finding someone who can lead the party through the turbulent times ahead.

It is clear that the next reputational crisis businesses and organisations may face is their culture. Do we know what the culture of the organisation we are working or supporting is? And are we seeing the reality? I know from spending more than 20 years in policing that you start to become institutionalised and it is not always easy to see what may be clear to other people. It is why listening and understanding the external perspective is essential. It matters not just to your daily business but is incredibly important when a crisis happens.

This focus on the way employers, organisations and businesses operate is what is leading to the stream of crises rooted in unearthing problem cultures. The problems are not new and in many cases date back for some years. But the damage to reputation is real and risks a loss of trust that will impact on the operations and in the worst cases question the viability of the organisation to continue.

What do we need to do to be ready? The first thing is for leaders to really understand their organisational culture, what is happening on the ground and where are the problems. Once you recognise that there are problems you can start to take action. This may not lead to change overnight but it does mean that you will not be surprised when the questions come.

Once your problems are being publicly discussed, be brave and don’t shy away from being visible and talking about it. This is something that the new boss of the CBI has been attempting to do. Speak first and speak frequently is my current mantra for crisis communication. Be involved in the discussion and ensure that this is in a listening capacity not just talking.

And my final point is to be looking ahead. Plan for what may happen, look at the developments that may increase the pressure, and see where the spotlight will be shone. Once the box has been opened there is no going back so analyse the road ahead, plan and be ready. Now is the time to take the blindfold off and wake up to the crisis that may be around the corner.

Amanda Coleman is a crisis communication expert and consultant, Founder of Amanda Coleman Communication and the author of Crisis Communication Strategies.

This post was originally published on her Amandacomms blog. Read the original post.