{"id":15280,"date":"2019-09-11T11:24:22","date_gmt":"2019-09-11T09:24:22","guid":{"rendered":"https:\/\/montua.metafex.io\/no-crisis-in-sight-then-look-ahead\/"},"modified":"2019-09-11T11:24:22","modified_gmt":"2019-09-11T09:24:22","slug":"no-crisis-in-sight-then-look-ahead","status":"publish","type":"post","link":"https:\/\/montua-partner.com\/en\/no-crisis-in-sight-then-look-ahead\/","title":{"rendered":"No crisis in sight? Then look ahead!"},"content":{"rendered":"

Nothing has happened for years, everything runs smoothly, the company is considered crisis-proof. And of course we hope it stays that way. But we would do well to prepare ourselves for difficult phases. Being well prepared in terms of communication in times of crisis is perfectly feasible – but it requires good planning and a corresponding amount of time. <\/p>\n

Every crisis carries the risk of a loss of reputation – with customers, the public, investors and, above all, with employees. Whether it’s a job cut, an accident at work, a product recall or a serious scandal – standardized processes and clear responsibilities help to communicate quickly and correctly. Internal communication should also be an integral part of crisis communication. It can even take the lead and initiate the preparation process. The result is usually a crisis communication manual that helps you keep your bearings in the heat of the moment. <\/p>\n

Our 10-point plan for forward-looking planning:<\/p>\n

    \n
  1. As a team, identify the scenarios that can be defined as a crisis in your company. The first step is to get to grips with the concept of a crisis and run through the scenarios based on the definition. The range is very wide. <\/li>\n
  2. Identify the most important internal stakeholders and their accessibility. Derive the channels that need to be used in an emergency and the corresponding measures. <\/li>\n
  3. Knowledge is powerful – employees need to know at least as much as external stakeholders, only earlier. This is usually clear to everyone, but in practice it doesn’t work out. The information chain must be laid down in the handbook and employees must – with justified exceptions such as ad hoc announcements – come before external parties. <\/li>\n
  4. Prepare a draft for each identified crisis case that you can pull out of the hat in an emergency. Whether moving images, publications or statements – you have something in your hand that you can use to act quickly and fill the relevant channels. <\/li>\n
  5. Define responsibilities – in consultation with the company management, of course – and establish a crisis team that will meet if the worst comes to the worst. Make sure that the IC is also at the table. <\/li>\n
  6. Managers are important interfaces – naturally also in the event of a crisis. They must be sensitized and empowered so that they can act and communicate safely in a crisis. <\/li>\n
  7. This is another reason why it makes sense to regularly run through communication emergencies – like a test alarm. Then everyone knows what to do and when, even if there is a lot of pressure on the boiler. <\/li>\n
  8. Create spaces and formats for internal dialog. If you have a social intranet, there should be someone who can and may provide answers. A central conference room can also be staffed as an \u201cinfo point\u201d so that everyone can ask questions and, ideally, get answers. <\/li>\n
  9. After the crisis is before the crisis: take a critical look at all processes. What went well, what can go better next time? Adapt the manual accordingly and make sure that everyone actively involved is aware of the changes. <\/li>\n
  10. Even when the fuss surrounding the crisis has died down, you should still inform your colleagues in some way. Are there any issues arising from this? How will they be dealt with internally? In the best case scenario, the crisis is an opportunity for the workforce to come even closer together – provided they are involved from the outset. <\/li>\n<\/ol>\n

    In any case, crisis prevention is an everyday task of internal communication, in which it nurtures and maintains the motivation, identification and reputation of the company. The resulting loyalty is the reservoir from which to draw during the crisis. <\/p>\n

     <\/p>\n","protected":false},"excerpt":{"rendered":"

    Lesedauer<\/span> 3<\/span> Minuten<\/span><\/span>Nothing has happened for years, everything runs smoothly, the company is considered crisis-proof. And of course we hope it stays that way. But we would do well to prepare ourselves for difficult phases. Being well prepared in terms of communication in times of crisis is perfectly feasible – but it requires good planning and a […]<\/p>\n","protected":false},"author":8,"featured_media":0,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"site-sidebar-layout":"default","site-content-layout":"","ast-site-content-layout":"default","site-content-style":"default","site-sidebar-style":"default","ast-global-header-display":"","ast-banner-title-visibility":"","ast-main-header-display":"","ast-hfb-above-header-display":"","ast-hfb-below-header-display":"","ast-hfb-mobile-header-display":"","site-post-title":"","ast-breadcrumbs-content":"","ast-featured-img":"","footer-sml-layout":"","ast-disable-related-posts":"","theme-transparent-header-meta":"","adv-header-id-meta":"","stick-header-meta":"","header-above-stick-meta":"","header-main-stick-meta":"","header-below-stick-meta":"","astra-migrate-meta-layouts":"default","ast-page-background-enabled":"default","ast-page-background-meta":{"desktop":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"tablet":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"mobile":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""}},"ast-content-background-meta":{"desktop":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"tablet":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"mobile":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""}},"footnotes":""},"categories":[1],"tags":[272,207],"class_list":["post-15280","post","type-post","status-publish","format-standard","hentry","category-nicht-kategorisiert","tag-crisis-communication","tag-internal-communication"],"acf":[],"yoast_head":"\nNo crisis in sight? 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