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6 tips for improving your crisis communications plan
The time to start planning for scandal is now
No matter how it happens, when any organization faces a crisis, it never ceases to amaze me how the wide array of poorly thought-out crisis communications efforts is publicly exposed for the world to see.
With greater government scrutiny, oversight, transparency and calls for accountability, it’s no time for government contractors to take unnecessary risks in crisis communications. Public outcry in the aftermath of a crisis can lead to penalties, legislation or regulation of your firm or industry.
Undoubtedly, your organization’s status as a government contractor can greatly increase the chances that a crisis will move your company from the business section to the front page. The recent contract suspension and executive departures at GTSI underscore the highly publicized challenges such organizations face. When appropriately addressed, crisis communications helps shorten the duration of bad news in many situations while mitigating further damage to both the organization and its reputation in the marketplace.
By crisis, I mean any event that is or could be threatening to people or property, business continuity, your brand reputation or shareholder value. Long after a crisis has passed, your organization, clients and business development staff may continue to wrestle with the aftereffects. As a result, it’s essential to build crisis communications into your organization’s communications plan.
Here are some important elements to consider:
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