CRISIS

The headache of most managers is in the prevention and management of crises. A crisis, which is not decisively tackled and timely nipped in the bud, can erode the credibility of the management.

Most internal crises, that are not immediately controlled, always receive screamers from the media. Some crises are as a result of management inefficiency, defective production, antics of external saboteurs, in-house mole, influence of aggressive competitors and failure to meet stakeholders’ or public expectations.

Crises, which threaten the existence of organisations, are more common amongst manufacturing companies, industrial plants and construction industries. Experience has shown that successful companies that fail to control and manage their turbulent periods witness dwindled fortunes before the ultimate collapse of the business. Some crises evolve from misrepresentation of facts and misconceptions on responsibilities of the organisation. The issue may be as a result of a statement from the organization or negative reactions from the public to its products or services. Financial institutions and policy makers are more concerned about these issues and strive to manage them decisively to avoid denting their reputation.

In media relations, crises as well as issues are monitored and managed for better public understanding and appreciation. While other departments and sections perform what is expected of them, the bulk of the job falls on the table of the media relations officer who coordinates the influx of enquiries from the media and the public and also provides possible and appropriate responses to put the organisation in proper perspectives.

It is important that the media relations officer and the organization anticipate turbulent period and get well prepared and equipped to handle situations. That is the logic in the provision of firefighting equipment in offices. Once one anticipates the possibility of a turn of event, preventive mechanisms are put in place. Rather than betraying a tendency towards pessimism, anticipation of hitches heightens the desire to always ensure that things are done in normal ways and once there are early signs of trouble, the management should be timely and adequately informed to take appropriate measures.

Newsworthy events that arouse curiosity are largely on conflicts, complexities, calamities, and eccentricities amongst others. While the press have the right to report crisis situations, the media relations officer’s responsibility is to make sure that media representatives receive accurate and timely information to facilitate their job. In fact, most adverts in the print media focus on addressing issues or crises that may likely affect the reputation of the sponsors.

No matter the indifference of some organisations and individuals to the press, the media have enormous powers in influencing public opinion and shaping attitudes to products and services.

With constant and regular monitoring, it is easy for a media relations officer to sense the tide of public sentiments about his organisation; determine when they are degenerating to unbearable level in the press and raise alarm appropriately. The problem the officer may encounter in the discharge of his duties may be lack of attention and cooperation from management which might ignore his genuine apprehensions. Unfortunately, the same organizations that exhibit lackadaisical attitudes to issues and crisis management resort to fire-brigade approach in the dying minutes to control likely escalations. At that level, more harm would have been done and a huge amount of logistics in terms of funds and man-hour is deployed to control the crisis. Even at that, the situation may be irredeemable because a stitch in time, as they say, saves nine.

While crisis management involves finding technical ways out, issues management requires strategic solutions. An issue may attract different opinions and approaches from the management team but unanimous decision of the organisation should override personal positions. Issue management is attended to in the face of campaigns of calumny, erroneous impression and naked propaganda through the use of media platforms. The NNPC-RMAFC imbroglio in the media on dispute over figures in oil operation was so tense that the SGF, ministers, National Assembly and various stakeholders had to intervene. It got to a level that syndicated anonymous writers with fictitious names (probably consultants) were employed to further fuel the crisis. The Commission also faced a challenge when one of its recommendations on monetisation of benefits of legislators became an issue of heated debate between the executive and the legislative arms. The Commission had to deliberately maintain neutrality and kept off the purely political scuffle, stepping in only when it was appropriate to clarify its position.

The role of the media relations office at crisis level is very important as it is central to all information that come in and out of the organisation.

Composure

The media officer should appreciate the situation at hand and comport himself appropriately. He should not be panicky but exude confidence to give management the assurance that the storm would be weathered.

Genesis

Every problem has its origin. The media relations officer should examine and investigate the sources of a problem and its progression before the present level. He needs to study if any action was taken in the past which requires re-evaluation for a possible change of strategy.

Consultations

If the problem is due to technical hiccups from other departments within the organisation, consultation with the heads or the management team is required. A crisis team can be set up to study the development and to formulate effective strategies that may include those outside the responsibilities of the media office. The top management staff may meet with major stakeholders and union leaders to ensure stability in the organisation while other staff work on the production line and undertake repairs. The media relations officer concentrates on liaison with the press at appropriate times and guide other officers on how to conduct themselves with caution when dealing with members of the public, even though they are not expected to divulge any official information on behalf of the organisation.

Contacts

It is difficult for an individual to know the solution to all problems. It becomes imperative therefore for the media relations officer to seek professional advice from reliable experts who may include professional colleagues, and appeal for understanding from the editors even before addressing the press formally. Useful suggestions to contain a crisis can come from editors of friendly media. In fact, the cooperation of the media is very desirable.

Information

After putting all the strategies in place, the media officer or appropriate top level management staff, so appointed in due consultation with the crisis team, can address the press. The address can come in the form of a press release, communiqué, press briefing, interview and advertorials, but the message should be truthful and accurate. In some cases, the chief executive officer or other top-level management staff responsible for the issue or crisis may be mandated to address the press while the media officer coordinates. It should also be noted that apart from the message, which must be factual and truthful, the language should be simple and devoid of technical jargons and unnecessary innuendoes. The mood of the occasion should also reflect the seriousness of the situation.

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