Category: Crisis and Reputation Management
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Having a Crisis Plan Is Not Enough: 5 Practical Ways Strategic Foresight Enhances Crisis Preparedness
In today's complex business environment, having just a crisis management plan is no longer adequate. Recent global events highlight the need for foresight in strategic planning to build resilience and adapt to uncertainties....
Minimizing Reputational Damage from Litigation
In crisis management during litigation, close collaboration between legal and communications teams is essential. Communications professionals help anticipate public reactions, mitigate reputational damage and ensure messaging aligns with legal strategy without leading it. ...
Communicating in Turbulent Political Times
With U.S. elections fast approaching, geopolitical issues continuing to heat up and societal issues making the front page every day, there is no shortage of things for companies to consider the implications for in how they show up externally and what this means for their employees. Tina-Marie Adams shares her advice to communication professionals from her panel discussion with Ragan Communications....
Creating a Culture of Preparedness: Best Practices for Building a Crisis-Resilient Organization
Adapting to unpredictable challenges is crucial for businesses. Flexible crisis plans are vital, as outdated playbooks are ineffective. Continuous preparedness, annual training, and vigilance against emerging threats enhance resilience. Learning from mistakes ensures plans remain relevant, positioning businesses to navigate future crises effectively. ...
Proactive Communications in Crisis Management
A company’s response to a crisis can make or break its reputation, which is why they must fight their natural instincts to hunker down and defend against the cascade of negative conversations. In the hectic initial moments of a crisis, companies often forget that they, too, can demonstrate agency and communicate proactively to take control of the narrative. In some cases, the best defense is a good offense. ...
Four Crisis Planning Steps Every University Leader Should Take
University presidents and chancellors should take key steps to protect their institution’s reputation by preparing for the social, political and cultural incidents now widespread on higher education campuses. ...
Crisis and Issues Management: How Leaders Can Proactively Prepare
Any proficient communications professional can provide an organization’s leaders with sound advice on how to prepare for crises and issues related to previously identified risks. However, expert professionals identify and manage emerging risks before they escalate into public domain and cause a reputational crisis. ...
The SRA's Thematic Review of SLAPPs: Implications for Reputation Managers
Eliot Higgins, founder of Bellingcat, faced a SLAPP (Strategic Lawsuit Against Public Participation) from Yevgeny Prigozhin for linking the Wagner mercenary group to Prigozhin. Reputation managers should align their strategies with the latest regulations and ensure robust processes when working with law firms. The SRA's guidance necessitates clear policies to prevent unethical activities and ensure compliance....
Balancing Act: How to Engage Your Board Effectively During High-Stakes Situations
When board members are uninformed or unaware of issues during a crisis, it can create gaps in understanding, threaten confidence in the management team, and add stress to the response team and business. Below are some best practices to ensure effective communication, maintain trust and potentially leverage the benefits of the board’s collective brainpower. ...
How Reputation is the Foundation for Trust
In the corporate world, "reputation" and "trust" are often seen as separate concepts, with companies subscribing to the power of one or the other. However, these two concepts are intricately linked and both play a role in building stronger relationships with stakeholders. In the age-old debate of chicken and egg, I would argue that reputation is the foundation upon which trust is built. Without a strong and solid reputation, companies can’t earn trust with their stakeholders. ...