Crises are inevitable. The question is not whether the federal government will find itself
embroiled in a crisis, but how soon and how big?
Develop a crisis management plan
Be prepared for the worst
Track potential crisis issues.
Develop a capacity for ongoing monitoring of emerging issues.
Test the crisis management plan.
Train your key players / spokespersons.
Take the initiative
Establish your integrity.
Make news.
Take control.
Designate a spokesperson and alternates and stick with the spokespersons throughout the
crisis.
Inform the media.
Do not delay action.
Establish a checklist of contacts
Do not panic
Who says this is a crisis?
Don’t believe everything you hear, see or read in the media.
Ascertain key target audiences and focus communications primarily on these audiences.
Be comfortable with having no instant, ultimate solution to the crisis. Avoid knee-jerk
reactions to perceived threats.
Take action to prevent escalation of the crisis
Never invent a scapegoat, but if there is obvious blame to be attached to a person or a
policy, take appropriate action without delay.
Assess the situation from more than one perspective
Negative editorials or television reports may cause senior officials to believe the situation
is worse than it really is.
Identify and inform potential supporters
Informed, aware supporters can have more impact on the public than is usually realized.
Deal with only the crisis during the crisis
A crisis is not the time to defend policies based on a superior record or outstanding
performance in the past.
Reintegrate the crisis into the normal flow of business
When a crisis begins to wane, reintegrate the issue into the organization’s day-to-day
operations.
Conduct a post-mortem
Follow up right after; make modifications so you are better prepared next time.
If the crisis escalates, be prepared to continue crisis management activities in support
of a central crisis management team.
