How to manage crisis PR effectively?

Crisis situations can arise unexpectedly and the consequences often reach far beyond the momentary confusion. The right approach to a crisis can minimise the damage and enhance a company's reputation in the long term.

What is crisis PR?

Crisis PR is a specialised branch of public relations that focuses on protecting and rebuilding an organisation's reputation in the face of events that threaten its image. It encompasses a range of activities aimed at minimising the negative effects of a crisis and restoring stakeholder confidence. Research conducted by the Reputation Management Institute has shown that companies that manage crises effectively experience an average 20% lower decline in shareholder value compared to those that respond inadequately.

Crisis PR goes beyond just responding to problems. It also encompasses prevention, preparation and long-term recovery efforts. Effective crisis management requires a holistic approach, combining strategic planning with a flexible response to dynamically changing circumstances.

An important aspect of crisis PR is its ability to turn challenges into opportunities. Organisations that are able to navigate smoothly through crises often emerge from them stronger, with improved processes and enhanced reputations. An example is the case of a company Johnson & Johnson, which faced the Tylenol contamination crisis in 1982. Thanks to its quick and transparent response, the company survived the crisis but also strengthened consumer confidence, becoming a model of crisis management.

Elements of effective crisis PR

Effective crisis PR is based on a solid foundation that allows organisations to respond to, but also prevent, crises. Key elements include prevention, the organisation of crisis staff and the development of management plans.

1. Prevention constitutes the first and extremely important step in crisis management. It includes regular risk audits to identify potential risks before they develop into full-scale crises. Media monitoring and social listening play an important role in detecting early warning signs. Tools such as Brand24 or Mention allow brand mentions to be tracked in real time, and this allows for a rapid response.
2. Crisis management training for employees is another important element of prevention. Research by Deloitte has shown that organisations that regularly conduct crisis training perform 30% better in real-life crisis situations. Training should include simulations of different crisis scenarios to allow employees to gain practical experience in dealing with pressure and uncertainty.
3. Organisation of the crisis headquarters requires careful selection of team members and a clear definition of roles and responsibilities. The staff should consist of representatives from different departments, including PR, legal, HR and top management. It is important that the members of the staff have the ability to make quick decisions and communicate effectively.
4. Crisis management plans provide a roadmap for the organisation during a crisis. They should take into account different crisis scenarios and identify specific steps to be taken in each situation. It is also important that plans are regularly updated and tested. According to research conducted by PwC, 65% of companies that had up-to-date crisis plans were able to return to normal operations within a year of a major crisis.
5. Flexibility of emergency plans is as important as their detail. Crises rarely unfold exactly as predicted, so plans should include guidelines for adapting to changing circumstances. Crisis staff should be prepared to modify their strategy based on new information and developments.

Crisis management strategies

Successful crisis management strategies are based on several pillars - speed of response, transparency of communication and consistency of message.

Speed of response often determines success in crisis management. Research by Edelman Trust Barometer found that 59% consumers expect companies to respond to a crisis within 24 hours. On social media, information spreads rapidly, so even a delay of a few hours can have a significant impact on the escalation of a crisis.

Transparent communication builds trust and credibility. Organisations that openly admit their mistakes and clearly communicate their recovery plans tend to cope better with crises. An example is the case of a company Tylenol, which faced a product contamination crisis in 1982. Thanks to prompt and transparent communication, the company survived the crisis and strengthened its position in the market. Consistent messaging requires the coordination of all communication channels. Every member of the organisation - from the CEO to frontline staff - should communicate the same, agreed information. Inconsistencies in messages can undermine the credibility of the organisation and deepen the crisis.

The strategy of apologising and accepting responsibility often proves effective in mitigating a crisis. A study by the Stanford Graduate School of Business found that companies that are quick to apologise and accept responsibility experience a smaller decline in share value compared to those that try to avoid responsibility.

Repairing damage requires concrete, visible actions. Organisations should communicate their recovery plans and provide regular updates on their progress. An example of effective remediation can be seen in the case of a company Samsung following the Galaxy Note 7 faulty battery crisis, the company has carried out an extensive product replacement campaign and invested in improving its quality control processes.

Communication in a crisis situation

Building trust through internal communication is important to maintain organisational cohesion during a crisis. Employees often become the company's informal ambassadors, which is why keeping them informed and involved in the crisis management process is so crucial. Research carried out by the Edelman Trust Barometer has shown that employees are seen as the most reliable source of information about a company, ahead of even official press releases!

Implementation of an internal communication platform e.g. Slack if Microsoft Teams, allows for rapid dissemination of information and coordination of activities. Regular meetings between the crisis management team and staff, whether in person or virtually, allow concerns and questions to be addressed directly.

Contact with the media also requires special attention and preparation. Appointing a single, well-prepared spokesperson ensures consistency of message and minimises the risk of unfortunate statements. Media training for members of the organisation is essential so that they are ready for the difficult questions and pressures of interviews in a crisis situation.

The use of social media in crisis communication has also already become standard practice in such situations. Twitter if Facebook enable brands to reach a wide audience quickly and respond in real time to emerging information. Research by Sprout Social found that 81% consumers believe that social media has made brands more accountable for their actions.

Steps to rebuild a reputation after a crisis

Rebuilding a reputation after a crisis requires repairing the immediate damage, rebuilding stakeholder trust and strengthening the brand's position in the market. What does this look like step by step?

1. Evaluation of actions taken during the crisis is the first step in the reconstruction process. A detailed analysis identifies areas for improvement. The creation of post-crisis reports should take into account the internal perspective of the organisation, but also the views of external experts and stakeholders.
2. Long-term strategies for rebuilding trust should focus on transparency and consistent delivery of value. Regularly reporting to stakeholders on progress in delivering on promises made during a crisis builds credibility and demonstrates the organisation's commitment to recovery.
3. Investment in corporate social responsibility programmes (CSR) can make a significant contribution to rebuilding reputations. One example is BP, which invested significant resources in environmental protection and community development after the 2010 Gulf of Mexico disaster. This has helped to partially rebuild its image.
4. The use of storytelling in brand communication can be an effective tool in the process of rebuilding reputation. Telling a story about how an organisation has learned from a crisis and made positive changes helps to build an emotional connection with audiences. Research by the Content Marketing Institute has shown that brands that use storytelling effectively in their communications record up to 30% higher levels of customer engagement.
5. Monitoring and responding to customer feedback in social media and online forums is important to correctly identify how the brand is perceived after a crisis. Actively engaging in dialogue with customers and addressing their concerns helps to rebuild trust and shows that the organisation is open to feedback.
6. Investment in innovation and product development can help redirect attention from past problems to future opportunities. An example is the company's Toyota, which stepped up its efforts in the development of hybrid and electric technologies after the brake failure crisis in 2009. This has helped to rebuild its position as an innovation leader in the automotive industry.

Successful crisis PR management requires a comprehensive approach, combining prevention, rapid response and long-term reputation recovery strategies. Organisations that invest in developing crisis management competencies are better prepared to meet the challenges of modern business. A crisis can also be a catalyst for positive change and innovation, leading to a stronger position for the organisation in the market.