Crisis communication in question

Crisis communication

Read our article published on the Digitaléo blog on April 8, 2020. We talk about crisis communication!

The singular period we are going through places crisis management, business continuity and teleworking at the heart of the realities of companies.

While these have a strong organizational dimension, they cannot be done without the support of effective, sincere and relevant crisis communication. Easy to say, harder to do. Do we have to say everything? How can I put it? What tone should you use? We will try to answer through these few lines the main questions you ask us in times of crisis. Happy reading!

When we have nothing to say to each other, we keep silent: an adage to be avoided

The few days before and after the announcement of the lockdown were dedicated to managing the emergency.

This was naturally reflected in the many communications received during this period. Above all, it was a question of informing and providing concrete information to its employees, customers and stakeholders on the practical arrangements for the coming weeks.

Here is the example of Promod, which has chosen to communicate in the form of FAQs: this makes communication more human because the questions come from customers.

We were touched by the often empathetic and very human content of the messages received, two markers that are often lacking in crisis communication. While many players have communicated quickly, others have been delayed, due to a lack of maturity, a lack of suitable channels or sometimes… for lack of knowing what to say.

When we have to communicate, we often remember the old adage: “when you have nothing to say, you keep quiet”. In a crisis, it is often tempting to take refuge behind this popular saying, “while waiting to know more”.

While this is sound advice on a daily basis, it is often a false friend in crisis communication. Remaining silent can give the impression that the organization does not take the measure of the situation, that it is overwhelmed or that it attaches little consideration to its audiences.

In a crisis situation, therefore, it is important to communicate quickly. And when we don’t have sufficiently concrete elements, we procrastinate : by talking about the commitment of employees, by indicating that the teams are fully mobilized to provide answers as quickly as possible… In short, we don’t leave the chair empty.

However, this communication imperative must not result in uncontrolled speeches that do not meet any objective. If the above adage is to be avoided, it is appropriate to apply the following one to excess: “do not speak out of turn” !

Communicate clearly and focus on the way out of the crisis

The message in crisis communication must be clear, leaving no room for doubt. Having it proofread by a third party to ensure that it is understood by everyone often avoids many disappointments.

Managing a crisis already has its share of complications, it is not useful to add to the crisis by spreading an ambiguous message.

It is important to value what is implemented by the company in the face of the event it is going through (protective measures, commercial measures, etc.) and to indicate what you know to date, only what you know, and not to try your hand at a few hypotheses.

More concretely, it would be regrettable, for example, to announce the reopening of one’s points of sale without having confirmation: having the intimate conviction or extreme motivation is not enough !

While crisis communication must be factual, this does not mean that it must be distanced and/or cold. In these special times, a good dose of sincerity and transparency is good ! We must not sacrifice empathy for the sake of the effectiveness of the message. The two are not incompatible!

The emergency communication of the first weeks must now give way to speeches with a view to the end of the crisis, the resumption of your activities. This must be done gradually.

Start by showing the daily life of your company during this period, describe, humbly, your commitments to the caregivers of your municipality, to your more fragile customers (home delivery, shortened payment terms to help your suppliers…), show that your projects are continuing… and that you are already anticipating the future.

At the dawn of this 4th week of confinement, the exhaustion of some and the exhaustion of others are intensifying: communicate positively, help your employees and your customers to project themselves into the future !

Think of all your audiences

Crisis communication, whether emergency or reconstruction, must be addressed to everyone, and invest in all your channels.

These few extraordinary weeks should not make you break the link with your stakeholders, whether internal or external. Your employees need clarity about the resumption of activities, to feel reassured, supported and heard.

Your customers and suppliers need to know that you are staying the course and that they can count on you when the business resumes. As for your financial partners, keeping them informed and maintaining the link will be useful for the end of the crisis, where you will probably need to be able to rely on them.

In conclusion…

Occupy the field, stay present, recreate the link that has probably weakened slightly in recent weeks and set a goal for each of your speeches.

You see, crisis communication is ultimately a few unavoidable rules and a lot of pragmatism!