The values of the organization need to be top of mind. Executives need to both provide guidance as to priorities and be guided by experts close to each situation. A view of the present, along with how best to future-proof messaging to ensure integrity should circumstances change, form the basis of executive discussion and counsel. Executive alignment as to brand defense priorities (e.g. corporate, product line, etc.) is critical to perception management effectiveness.

A discussion of primary and secondary audiences, message goals, confirmed facts of the case, along with tone and language choices, are integral elements of external messaging. Any existing inaccuracies and mis-information are also key to review. Decisions about degrees of transparency are also valuable and should factor into the development, delivery and iteration of messaging over the life of the incident.

Constructing a response and outreach plan during an incident involves case-by-case, moment-to-moment decision making. Deciding how to time communications and where statements made can be most effective, are also integral to an effective media plan.

Anticipating where the narrative could go is a a key skill during challenging situations. What could occur next and are you ready?

Alignment within an organization is an important component of any crisis response. What gets shared internally and when communication occurs, keeps people on the same page. “Who needs to know?” and “Who would benefit from knowing?” are good questions to ask the core team.

Is the crisis communications team organized well to fan out as the situation evolves? Getting the right infrastructure spun up to drive various workstreams is an integral coordination tactic.