How to manage the crisis in an organization


1- Know how to admit them

Start by recognizing that crises don’t just hit others, and your organization can be a victim as well.

It is essential that your entire organization is made aware, and therefore aware, of the likelihood of a crisis occurring.

3- Identify the risks involved

Take a tour of your organization and ask yourself what risks, of all kinds, it faces. This process is a prerequisite for their anticipation.

4- Knowing how to anticipate them

Because they do not prevent crises, surprises and destabilizations, by equipping yourself with a process for detecting anomalies and risks, you give yourself the means to react to them as quickly as possible.

5- Know how to detect them

Regular monitoring of the effectiveness of detection processes is part of effective pre-crisis management. It concerns in particular the modalities of transmission of anomalies to the level called upon to treat them.

6- Optimize your relationship with the media

The extent of each crisis will depend on the relationship you have established with the media before it does.

7- Prepare for the crisis

As a preventive measure, set up a crisis unit for each identified risk. Each crisis is managed. You will therefore be better armed in the event of a crisis.

8- Take your responsibilities

In a crisis, if your organization has responsibilities, face them frankly. The uncovered lie, silence or cover-up will make the situation worse.

9- Develop a communication plan

Say what you do and do what you say. The various stakeholders (consumers, public authorities, local elected representatives, etc.) expect regular and reliable information from you.

Any crisis contains lessons concerning it and relating to your overall crisis management. Learn to learn lessons and take corrective action to better prepare for the next crisis.

In conclusion, well-conducted crisis management is a real opportunity to strengthen team cohesion. Learn to work better together and initiate substantial improvement actions. Vis-à-vis the outside world is a way of expressing the reactivity of the company and a way of reminding the customer that he is at the heart of his concerns. In other words, it is an opportunity to rebuild new bases, on condition of acting quickly, with discernment and measure.

The main danger in crisis management is not knowing where you are going; it is fundamental not to focus only on the changes and ruptures in progress and to remind people of what will not change for the employees.

Finally, effective crisis management avoids the feeling of over-responsibility of the teams, thus paralyzing the company. It is a period of opportunities, which requires to surpass oneself. Certain potentials will emerge during this pivotal period.


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