| ="bottom-link"> | | | | reputations. And many organisations are still |
| | | | grappling with how to harness online media in the |
| Crises are rarely responsible for causing harm to | | | | face of this potentially business-critical |
| a business. But a company’s response to | | | | challenge. |
| a crisis can do untold damage. What really | | | | Failing to do this leaves the organisation |
| counts is how the organisation is seen to manage | | | | frighteningly vulnerable in today’s world. If |
| the crisis: take control quickly, respond | | | | a crisis is gestating online then the organisation |
| professionally, and communicate well and the | | | | must have the capability to also manage it online. |
| organisation is likely to prosper. | | | | Sticking to traditional media has the potential for |
| Research by Oxford Metrica shows that it is not | | | | at least three negative results. Firstly, you may |
| the fact of suffering a crisis that damages a | | | | fail to reach those people most affected and |
| business — in reality no business can | | | | concerned by the crisis — the people |
| eliminate the possibility of a problem- rather, what | | | | talking about it online. Secondly, you lose the |
| really counts is how the organisation is seen to | | | | opportunity to engage with the online community |
| manage the crisis: take control quickly, respond | | | | which has the power to spread positive messages |
| professionally, and communicate well and the | | | | about what the organisation is doing to deal with |
| organisation is likely to prosper. Dither, hide or | | | | the situation. And finally, you may further |
| appear to be uncaring, and tough — even | | | | escalate the situation by communicating bad news |
| terminal — challenges may lie ahead. | | | | to people who were previously unaware that |
| As a result, thorough crisis preparedness is | | | | there was a problem. |
| essential so that the organisation can be off the | | | | The key to success is the combination of |
| starting blocks like an Olympic sprinter. And | | | | traditional reputation management insights and |
| — just like athletics — what used to | | | | expertise, and the application of the latest on-line |
| be speedy enough to win a gold medal is now far | | | | reputation management tools to get the message |
| from world class. They used to say that the | | | | through. |
| first 24 hours of a crisis were crucial. The speed | | | | As the start point for online reputation |
| and spread of crises today - largely driven by the | | | | management, companies should: |
| immediacy and reach of on-line media — | | | | · Develop crisis management dark |
| makes a mockery of this golden rule. Being | | | | sites to respond quickly, clearly and effectively |
| prepared before the crisis breaks, and being able | | | | to emerging issues and incidents |
| to respond almost instantaneously allows | | | | · Ensure that it has identified and set |
| organisations to retain control over their destiny. | | | | up the infrastructure to communicate via social |
| This means that all of the old lessons of crisis | | | | media such as Twitter and Facebook |
| preparedness still apply (but more so): | | | | · Implement online media monitoring |
| · Understand your areas of | | | | to track what is being said about them in |
| vulnerability | | | | cyberspace |
| · Develop and implement crisis | | | | · Employ search engine optimisation |
| management plans and processes | | | | to ensure the company’s perspective is |
| · Rehearse the plan and enhance it | | | | heard loud and clear rather than being swamped |
| · Train your people, especially those | | | | by the views of others |
| required to act as a spokesperson in a crisis | | | | · Develop the capability to quickly |
| · Monitor the landscape | | | | create content — latest information, |
| · Engage in pro-active issues | | | | briefing papers, podcasts, blogs - for online media |
| management | | | | The internet has the power to spark and spread |
| But the power of online media presents a new | | | | a crisis: but used effectively, digital tools have |
| and potentially scary dynamic. Digital media has | | | | enormous potential to help organisations prevent |
| enormous power to both create and destroy | | | | and manage them too. |