Effectively sharing information in the context of crisis response is essential. Chris Berger is Senior Vice-President of Communications for Advocate Health. He emphasizes that the balance between transparent and strategic communication in critical situations must be delicate.
Berger says that he has seen organisations share too much or not enough information, and it is important to strike the perfect balance for effective messaging. He advocates using employees as internal ambassadors who can amplify key messages far beyond the boundaries of the facility.
Berger believes that employees have a great influence on public perception. Berger says employees will be most outspoken and be your strongest advocates. “They are also going to share the best information about anything you go through with family, friends and others,” he states. Failing to communicate can cause misinformation to spread outside.
Berger emphasizes the importance of establishing communications in a clear manner. Post-crisis, employees will be empowered if they are provided with a brief “five important things” summary. This allows them to provide accurate information and consistency to the public. The summary must clearly describe the incident, explain the immediate reaction of the organization, and include the strategy for the future.
But oversharing can also be dangerous. Oversharing can be dangerous. A healthcare system who divulges too many details of a crisis affecting the entire industry could unintentionally become an official spokesperson. This may cause complications. Communications leaders need to focus instead on crisis communications strategies within the organization and engagement of external stakeholders.
Berger warns, however, against becoming overly cautious, especially when errors occur. Berger advocates humility and honesty. He suggests that negative news be balanced with positive events. Continuous improvement efforts that address the root causes. The specific actions that were taken to correct the problem demonstrate a dedication towards preventing further incidents.
“As I teach my kids, fess up when you mess up—but move on,” he says. Let people know how you are addressing the problem in your continuous improvement model, so that it doesn’t happen again.
In crises, an organization can show its true nature and test the relationships with the media and community. It is important to build these relationships in advance, as it is often too late when a crisis occurs. Relationships that are established foster trust. This allows for stakeholders to be supportive of an organization and give them the benefit-of-the doubt.
Berger concludes that “it’s hard to dislike someone as opposed to a place or brand”. This reinforces the importance of human connections and strong relationships in crisis communications.