Jonathan Hemus

Crisis Management – What Happens When It’s All Over?

Successfully getting through a crisis can be an energy drain for individuals as well companies: it seems to pervade every thought, decision, and action of executives, and their employees.  When the crisis subsides, it’s tempting to move on and return to “business as usual”.   This can be a big mistake.

Getting through a crisis successfully can suck every bit of energy from individuals as well as a company: it seems to occupy every thought, decision, and action of executives, and to some extent all employees. So when the heat of the crisis subsides, it’s tempting to move on as quickly as possible and return to “business as usual”.  Big mistake.

Even when the crisis appears to be over and life starts to return to a state of normality there are still a number of items to be addressed, and they must not be ignored.

They include:

* If appropriate, providing on-going counseling or other support to employees, family members, or others directly affected by the crisis.
* Rebuilding and repairing any damage done to the brand or company reputation.
* Following up with the media and other stakeholders to share the results of efforts to rectify the crisis and prevent any repeat of it.
* Objectively assessing and analysing the manner in which the crisis was handled and any learnings as a result.

Analysis and modification of crisis management policies

Much time and effort goes into developing and implementing a crisis management plan, but no matter how diligently you work to perfect this plan there is only one true test of its efficacy. When a real crisis breaks, your team is called to action, your processes are implemented and your spokesman has to stand before a crowd of media reporters with cameras and microphones thrust into his face.  That is when you will know whether your plan works or not.  And you will also find out how confidently and professionally the people that you have chosen to implement this plan are able to handle the situation.

So, having had the “benefit” of a real crisis to test your plans and people to the limit, you owe it to yourself and your organisation to act on any shortcomings.  It is always enlightening to reflect upon the past crisis and the manner in which it was handled. However, you must go beyond reflection and into analysis and then action.

Determine what was done well and what was not. Evaluate whether all policies were followed in accordance with the documented procedures. If not, why not?  Does the plan require modification based on your real life experience or do your people require more training to confidently and successfully apply it?  Or perhaps a bit of both?

Applying the learnings

It can be very hard to view a crisis as an opportunity, but the truth is that it provides a unique opportunity to critique current crisis policies, and enhance and polish any items that require it.  Successfully achieving this requires a determination to avoid both scapegoating and a “head in the sand” approach.  If either of these attitudes prevail, you will not benefit from the valuable learnings that lie within your crisis experience. 

And the danger of this is that the factors that caused the crisis to emerge in the first place may still be lying dormant within your organisation ready to create another crisis in a few month’s time…

Article Tags: Crisis Management

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