A communicator’s role in family assistance
As communications practitioners, we understand that the most important brand statement we can make is when faced with adversity and the unthinkable happens. In every business there are certain events that we hope will never happen, but we intuitively know that we must be ready. Therefore, our crisis communications plans must be second nature to everyone involved and form part of our everyday operations. If they are not, when the unthinkable occurs, the magnitude of the situation will undermine our capacity to respond.
A well-formulated crisis communications plan will identify the stakeholders impacted and will have a plan for each. These will include customers, colleagues, families of customers, together with emergency services, governments, institutions, investors and regulators, to name a few. This article focuses on the principles for engaging with those directly involved and their families.
Directly affected individuals and their families are all unique; they require bespoke handling to ensure that their individual needs are understood and recognised. However, following the same principles will ensure consistency of communication and a common approach to everyone. Therefore, we should take the following critical considerations into account:
Readiness
We've already touched on this, but it is critically important. The first few hours following an incident will set the tone for the overall response. It will demonstrate that you are in control and taking responsibility. Therefore, vigorous testing and drilling of the family assistance communications plan are required. If your plan is second nature, it is more likely to be implemented, especially if the incident leads to severe injury and loss of life.
Regardless of the scenario planning that has taken place, every incident is unique and every nuance needs careful consideration. Nonetheless, the plan will give you the ability to respond immediately, but equally allow you to assess the situation and adapt your communications.
Ownership
As a business and a communications team, we must move quickly and decisively to take ownership following an event. We must:
support those directly involved;
support the families impacted;
support the authorities;
conduct an internal review;
progress the legal aspects;
ensure business continuity.
The response will involve the entire business and, if achieved quickly and effectively, it is the way to take ownership of the situation. Ownership is the critical foundation for building trust. The statements we provide as communicators must quickly manifest into tangible actions. Our words must be seen and felt, not just heard. We must follow our own moral compass and trust our instincts, remaining focused on those affected; it is how we will take ownership and develop trust.
Working with those directly impacted and their families
The engagement with those directly affected and their families will continue for as long as they require. It is not time-bound and the nature of the relationship will change over time. From the first point of contact, the goal must be to develop mutual trust and respect. It is no small task, given the nature of the relationship. We need to document and store every interaction to build the best possible understanding of their needs enabling us to tailor responses. Only permitted individuals must have access to protect the highly personal data. The protection of the families and their data must be paramount.
At all times, the wishes and requirements of those involved need to be the overriding consideration. Creating a single, consolidated view permits the creation of scenarios that will alleviate additional pain points throughout their journey. It is not possible to change what has happened; however, it is within our control not to make it worse.
Priorities
When planning activities, see everything from the unique position of those involved. It is done by carefully listening to their priorities and understanding the role of all stakeholders. Their priorities matter, not yours. If these are not addressed in a timely manner, the effectiveness of your communications will be limited and, ultimately, it will undermine your credibility and erode the trust that has been established.
Communication Principles
Each stakeholder is affected differently and will take a unique path as they comprehend the magnitude of their situation. Their journey is both emotional and administrative, with many unforeseen hurdles.
We provide a crucial communications conduit for all stakeholders impacted. They will come to rely on the information we provide if we earn their trust.
There are a few principles that we know must be adopted:
Know your swim lane. Make it very clear from the outset what we do and how we will help. We must observe the legal and regulatory constraints; however, the swim lane does not prevent us from communicating or answering challenging questions.
Be transparent. In knowing what can be said, engage in constructive and transparent dialogue. It will involve planning and preparing for challenging and difficult conversations. Without transparency, there cannot be trust.
Respect privacy. Documenting every interaction is vital in understanding what needs to be done, but this information must only be shared with those authorised to know.
Consider your response. Never respond immediately, as things move quickly and information changes.
Share updates with those impacted at the same time. It will require significant planning, but will allow for the consistent communication of information to everyone simultaneously.
Level expectations. It is essential to let those affected know ahead of time what to expect. Our responsibility is to prepare them for any information that could render them vulnerable.
Supporting the Communications Team
The plan will give structure and guidance, allowing the team to respond, but do not forget that the team may have friends and colleagues who have been directly involved. Expecting our colleagues to professionally and calmly execute their duties is no small task; their physical and mental wellbeing needs to be absolute in the planning of your activation. Protection of the team is also critical for their physical and psychological wellbeing. It must be intrinsic in rostering, training and management practices.
Expect that not everyone who participates will deal with the situation. Identify these team members quickly and allow them to stand down without feeling that they are letting the team down.
The team's psychological needs must always be top-of-mind. Therefore, it is important to regularly hold individual and group debriefing sessions. Regular exercise, a healthy diet and adequate sleep will support physical and psychological wellbeing; both of which are interdependent. The welfare of those impacted by the event and the welfare of the response team must be given equal priority.
When the unthinkable occurs, it is not an easy time for the communications practitioner, but it is why we do what we do. It is how we protect reputation. It is our responsibility to be ready.
Here's a checklist to know if you are:
Do you have a communications plan for those impacted and their families?
Have you operationalised it into everyday communications planning?
Have you updated your plan in the last three months?
Are the team drilled and ready to immediately respond?
Do you have the right resources available and ready 24/7?
Do you know what each area of your business would do as part of their response?
Do your partners know your plan?
Authors: Elizabeth Maclean & Mike Evans. Herdwick Communications