SPONSORS OF CRISIS MANAGEMENT FEATURE DON’T MAKE A CRISIS OUT OF AN ISSUE
Bradley O’Mahoney has worked extensively in the wind energy sector, with the majority of their work being around community and stakeholder engagement, where open dialogue and engagement is seen as vital.
CRISIS AND ISSUES MANAGEMENT Crisis management is often confused with issues management. Both can have a damaging impact on reputation if not handled correctly. The former is where a situation is ‘out of control’ and the final result wildly unpredictable – e.g. a major fire.
The latter is a problem that you have time to assess and develop a strategic response to. An example of this would be the decision to restructure/relocate your business with the removal of half the staff.
Thankfully, most companies do not have to manage truly crisis situations. That said, managing sensitive issues takes skill, experience and confidence.
Daniel O’Mahoney
PLANNING AND PREPARATION Companies must ensure reputational risk is minimised by planning and preparing
effectively. Companies and their senior executives need to look at the following areas (and others) to minimise risk...
• Challenging media training sessions for the CEO and senior management team
• The importance of message management and why regular, open and unambiguous engagement with stakeholders is critically important
• The power of social media to be a positive good for a business as well as a platform for the aggrieved to vent their anger. Companies need to join the conversation and engage with their supporters and detractors.
• The need to develop an open dialogue with the media – ‘no comment’ is not an option
Bradley O’Mahoney Public Relations
www.bradleyomahoney.co.uk
PREPARATION IS THE KEY
Benjamin Franklin once said “by failing to prepare, you are preparing to fail”, this sentiment is still true to this day, so why are there so many examples of failure throughout a wide range of industries.
Investigations as to why things went wrong often feature the word transparency, along with the promotion of “lessons learned,” the idea that others will benefit from highlighting mistakes made. Unfortunately not only do people sometimes fail to learn from the mistakes of others, they often neglect to correct their own previously noted errors.
“WHAT IF?” METHODOLOGY Emergency preparedness planning is developed through a standard “What if?” methodology which identifies the most likely scenarios and their variations before determining an appropriate response.
Although such emergency preparedness plans are important ,these can become an illusion that one is fully prepared (Paper Plan Syndrome). To avoid this paper planning should always be tied into training programmes to demonstrate all aspects of Crisis Management from a realistic point of view.
As a training provider, they are aware that it can be difficult to maintain and measure a level of training competency for all personnel. Especially when considering the multi- level teams involved in the process of planning procedures and response to an emergency situation, however preparation is the key within any industry or organisation to ensure teams are as fully supported as possible.
HOTA
www.hota.org
e = See enhanced entry online = See video library online
88
www.windenergynetwork.co.uk
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44 |
Page 45 |
Page 46 |
Page 47 |
Page 48 |
Page 49 |
Page 50 |
Page 51 |
Page 52 |
Page 53 |
Page 54 |
Page 55 |
Page 56 |
Page 57 |
Page 58 |
Page 59 |
Page 60 |
Page 61 |
Page 62 |
Page 63 |
Page 64 |
Page 65 |
Page 66 |
Page 67 |
Page 68 |
Page 69 |
Page 70 |
Page 71 |
Page 72 |
Page 73 |
Page 74 |
Page 75 |
Page 76 |
Page 77 |
Page 78 |
Page 79 |
Page 80 |
Page 81 |
Page 82 |
Page 83 |
Page 84 |
Page 85 |
Page 86 |
Page 87 |
Page 88 |
Page 89 |
Page 90 |
Page 91 |
Page 92 |
Page 93 |
Page 94 |
Page 95 |
Page 96 |
Page 97 |
Page 98 |
Page 99 |
Page 100 |
Page 101 |
Page 102 |
Page 103 |
Page 104 |
Page 105 |
Page 106 |
Page 107 |
Page 108