THERE MAY BE TROUBLE AHEAD


Crisis? What crisis? Communications expert Andy Berry on how to protect your reputation when the balloon goes up


I 18


t was the former US Secretary of State Henry Kissinger who once famously said: “There


cannot be a crisis next week. My schedule is already full.” And that’s just one of the problems with crises; they come when you least expect them.


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But what exactly is a crisis? Oſten, the answer is simple; a profit warning, a major accident on company premises or the discovery of a significant safety fault in a product. But so many crises are now a result of less tangible events which impact your company’s reputation but are incredibly difficult to anticipate. By way of an example, it’s a fairly safe bet that in their no-doubt exhaustive crisis management training Volkswagen


didn’t consider the possibility of the existential threat brought about by their own manipulation of emissions figures for their cars. So, in over 30 years of working with


companies on crises of all types, by far the best definition of a crisis that I have yet to hear is: you’ll know it when you see it! And it’s this very challenge – what


exactly shall we plan for? – that causes the first and most common problem


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