Managing an Issue Requires Mastering It First
Mastering an issue is the first step toward managing the issue. If you don’t understand an issue forwards and backwards, you will have a hard time marching forward or avoiding an attack from the rear.
When issues explode, the first instinct is to jump in to douse the fire. Too often, how you douse the fire can make the conflagration worse, not better, with deadly results. Knowing how to address a chemical exposure can mean the difference between harming or detoxifying a firefighter.
The confusion surrounding a crisis allows little time for homework, which is why preparing in advance for an issue meltdown is so important. That’s the only way to have the time it takes to master an issue.
To master an issue requires understanding what could go wrong. If you operate a restaurant, food security is critical. Where is the food you serve to customers sourced? Who inspects your food supplies, especially if you are buying fresh food from local sources? What are your food security protocols when supplies are delivered, refrigerated and checked for freshness?
If you think that is too much, think for a moment about Chipotle’s continuing brand challenge because it couldn’t get a handle on what was causing its customers to get sick.
Issue mastery involves documenting what you know and do. Sticking with the restaurant example, it would be smart to create a video showing the proper procedures for accepting food deliveries, storing food and handling its preparation to serve to customers. The video could be used for employee training or as a checklist to follow if a food contamination incident occurs. The video could be B-roll to share with the media tracking a food contamination story or content that can be quickly posted to a website.
In the process of mastering an issue, organizations can discover holes in the preparation or flaws in their facilities. A manufacturer may learn that emergency responders aren’t versed or trained on how to combat an environmental spill in their plant. Playing out a crisis scenario may reveal something basic like a circuit breaker is located inside a building where chemical processing occurs that could be interrupted by a power outage. Far-fetched? Not really. Both of those shortcomings were uncovered after an incident in a Portland-area manufacturing facility.
Mastery of an issue goes beyond technical knowledge. It means knowing who you can contact in a crisis to get information, an analysis of the facts and recommendations on how to address a specific issue. Advance planning is good, but never perfect. It is hard to know precisely what underground tank will leak, what company official will be outed as an embezzler or what employee will do something disgusting on a social media post. Go-to resources might include a hydrologist, a forensic accountant and a crisis communications expert.
Like most activity, mastery requires practice. Baseball hitters have batting practice. Issue managers should have crisis training exercises. A crisis plan can be just pages full of words. They need to become a process that can be quickly launched, smoothly undertaken and easily adapted to circumstances on the ground. A great example is the crisis team in a Seattle company that thought it had all its bases covered, but when it underwent an exercise, company officials sadly overlooked little details – like a crisis situation room equipped with outdated computers and bad Wi-Fi connectivity.
Issue mastery doesn’t include writing vacuous statements in advance. It should include clear responsibilities for who will be the fact-checker, who can write meaningful statements for press releases or Twitter posts and who can get statements cleared through the command hierarchy of an organization. Saying nothing isn’t useful. Saying something pertinent is useful when it is said in a timely manner.
Because the world doesn’t stand still, issue mastery demands continuous learning. New challenges arise that must be anticipated. New facts are established that must be considered. New players enter the field – from competitors to regulators – that must be taken into account.
Mastery of an issue isn’t evident unless the crisis spokesperson is capable to reflect it. Different kinds of crisis can require different types of spokespersons. Regardless how many spokespersons you have, they need to undergo thorough communications training. They need to learn how to project issue mastery through their words and body language.
One final dimension of issue mastery is comprehending who will care the most about an issue. Injecting an audience-centric perspective into issue mastery will help ensure you master the facts and externalities that matter to people impacted most directly by the issue. If your database is hacked, the customers or clients on that database will want to know what was compromised and what they can do about it. If a truck crashes spilling toxic chemicals, nearby residents, schools and businesses will care about how big the spill is, how far it spread and the dangers it poses.
Mastering an issue takes time. Waiting for a crisis to do your homework is usually too late. Seize the one advantage you have – the luxury of time to understand an issue thoroughly, identify potential resources to call in a crisis and train one or more spokespersons on how to deliver an effective message that conveys confidence you know what you are doing.