Interview: Crisis Communication
What is the first step in a crisis?
Kaltwasser: Pause and keep calm. The biggest challenge is recognising in the first place whether you are in a crisis and how to classify it. In particular, a crisis that develops gradually is often only recognised as such at a late stage. And that’s what makes it so challenging, because every crisis is different and, ultimately, there are no universal rules or warning signs.
Is there a sort of checklist for dealing with a crisis?
Kaltwasser: Yes and no. Every crisis is different. I would caution against using checklists for the entire crisis scenario, but instead recommend a case-by-case approach. That doesn’t mean, however, that you can’t prepare professionally. Ideally, checklists and recommendations for action should be prepared for individual sub-processes within crisis management, so that you can fall back on them in an emergency.
What exactly is the aim of crisis communication?
Kaltwasser: The aim of crisis management is to contain the crisis and return to normal, orderly daily life. Figuratively speaking, this means returning from stormy seas to calm waters. This can only be achieved by regaining trust. Of course, it is even better not to let crises arise in the first place and to avert them before they happen.
What principles should be observed in the event of an acute crisis?
Kaltwasser: Generally speaking, there are five principles for this: thorough preparation, a swift response, prioritising internal communication over external communication, clear and consistent messaging, and visibility and accessibility. Furthermore, crisis management is first and foremost about managing emotions: it is essential to take the psychological mechanisms at play to heart. Taking moral responsibility is different from admitting guilt. Those affected are usually unable to react professionally or neutrally. The distinction between victim and perpetrator is often blurred, particularly from the perspective of those affected. Different truths and varying perspectives are the greatest challenge in crisis communication. Anyone can learn the practical skills, but one must first understand, acknowledge and be able to deal with the psychological underpinnings.
In the event of an acute crisis, is it advisable to bring in external consultants – in other words, to ‘outsource the crisis’?
Kaltwasser: This is often the right choice, particularly because, within a company, even a crisis manager or press spokesperson is naturally someone directly affected by the situation. Companies benefit from external consultancy above all in terms of professionalism, experience in crisis situations and an objective perspective. An external consultant is not emotionally involved to the same extent and can therefore lead the crisis team and implement measures much more effectively. This is particularly true in the case of home-grown, creeping and internal corporate crises.
How important is crisis communication within a company?
Kaltwasser: Every company should have a crisis plan and regularly review crisis scenarios. Whether it’s a one-person business, a tradesman’s firm or a large corporation: crises strike without warning and at any time, and a large part of professional crisis management is achieved by addressing this issue in advance. For example, it is usually too late to organise initial media training once a crisis has already occurred.
