Reflecting on some of the most recent crises I’ve been involved in as an advisor, I asked: what am I really contributing?
I concluded by far the most valuable contribution was an outside perspective. Looking at the event and issues from the viewpoint of the customer, the stakeholder, the reporter, the victim, the detached observer. It is often very difficult for even the best communicators who are deeply embroiled in a problem to maintain that outside perspective. It’s the main reason why I think it is probably essential that your crisis communication plan include a qualified person completely outside your organization.
I worked on a plan for a major oil company a few years ago and saw in their plan the role of a Communications Advisor. In their case, it was intended for a specific PR expert who had a strong relationship with the President. But, it struck me as such a good idea I have built that role into almost every plan I have worked on since then. The responsibility of that person is to maintain a 30,000 foot view, maintain contact with stakeholders outside the organization, and represent an honest, objective and uninformed perspective.
I say uninformed because there are always so many good reasons to not do what is needed. We can’t do this because our lawyers say we can’t, because we had such and such problem in the past, because the union leaders would have a hissy fit, because senior management doesn’t like so and so–whatever the reason. They are powerful obstacles but the outside perspective says: it doesn’t matter. It has to be done.
I’ve often said being a consultant is the best job for someone like me because I have so little to lose. Sure, I can get fired, but after about three plus decades I’ve gotten some confidence I can get another gig. I don’t have my future tied to relationships within the organization, to political sides, to protecting anything. Therefore I can be honest, even undiplomatic (which seems to come too naturally to me).
The hardest part of communication is taking a three foot jump from your skin to that of the person or people you are talking to. If you do look at the situation with their eyes, all the “yeah, but…” excuses melt away. All the obstacles that look insurmountable become hurdles that must be bowled over.
The purpose of suggesting this is not to sell my services or even other crisis consultants (I’m plenty busy enough right now, thanks very much). It is rather to point out that the first thing you learn in your very first communication class should be learning to think like the one you are communicating with. But, as foundational as the”you attitude” is, it remains the biggest obstacle to effective communication and the very hardest part of this job.