WHEN adopting a crisis plan, and carrying it out in the event of an incident, managers have to think strategically, said Bruce Blythe of Crisis Management International. At the same time, if a crisis occurs, they have to act — and act quickly.
“The guiding principle is that safety of people comes first,” he added. The second consideration is that the corporation takes appropriate responsibility.
He discussed crisis response at the Chemical Week Transportation and Distribution Conference January 13-14 in New Orleans, Louisiana.
Managers should develop their leadership skills by studying information on crisis prevention and response, use personnel for sounding boards and resources, and regularly schedule crisis response drills, Blythe said.
Looking beyond the obvious is another important part of crisis response. For example, managers should consider how the situation can escalate by further impacting employees, suppliers, customers, adjoining businesses, and the public.
Another important response to a crisis requires interaction with the media. Managers must be prepared not only to answer reporters' questions, but to anticipate questions.
Crisis planning should take into consideration possible threats to the company's core assets: employees and customers, the company's reputation and brand, financial and shareholder value, and vital physical assets, including intellectual property.